The Effects of Leadership in Corporate Social Advocacy on Positive Employee Outcomes

Despite the growing attention to corporate social advocacy in the extant literature, little empirical research has examined the effects of corporate social advocacy in the context of employees. The purpose of this study was to delve into the impact of leadership in corporate social advocacy (CSA) on positive employee outcomes, using data from an online survey of full-time employees working in various corporations in the United States. Controlling for the participants’ tenure, demographic information, and company size, this study found that leaders’ facilitation of corporate social advocacy strongly influenced employee advocacy for their organizations, which was also significantly mediated by employees’ personal identification with the leader and by employee–organization relationship (EOR) quality

Exploring the Interrelationship and Roles of Employee–Organization Relationship Outcomes between Symmetrical Internal Communication and Employee Job Engagement

Purpose This paper aims to investigate how employee–organization relationship (EOR) outcomes – types and qualities – are interrelated and how employees\u27 perceptions of types (exchange and communal EORs) and qualities (trust, satisfaction, commitment, and control mutuality) play a role in their evaluations of symmetrical internal communication (SIC) and employee job engagement (EJE). Design/methodology/approach This study conducted an online survey of full-time employees (N = 804) from major US industries. This study performed a confirmatory factor analysis to check the validity and reliability of the measurement model using latent variables and then conducted structural equation modeling. Findings The findings demonstrate that employees\u27 perceptions of both exchange and communal EORs are associated with each of the four EOR qualities. The results also show that only communal EORs have a significant relationship with perceived SIC and that employees\u27 perceptions about one of the EOR quality indicator, satisfaction with an organization, has a significant association with their perceived EJE. Originality/value This study contributes to relationship management theory within the internal context by examining the interrelationship between each of the EOR types and qualities that are perceived by employees. This paper also suggests the practical importance of developing not only communal but also exchange EORs to enhance EOR quality. Additionally, the results imply that SIC programs could help to enhance employees\u27 perceptions of communal EORs and employees could be engaged in their workplace when they are satisfied with their organizations

Understanding the Influence of Authentic Leadership and Employee-Organization Relationships on Employee Voice Behaviors in Response to Dissatisfying Events at Work

This study demonstrates how authentic leadership and the quality of employee-organization relationships (EOR) influence employee behavioral reactions to dissatisfying events at work. We conducted a nationwide survey of 644 full-time employees in the United States. The results from the structural equation modeling (SEM) revealed that authentic leadership was positively and directly related to employees’ considerate voice but was not directly associated with other behavioral responses. Additionally, the quality of EOR was found to be a strong mediator between authentic leadership and employee behaviors—particularly in enhancing considerate voice and patience and reducing exit—in the context of dissatisfying workplace events. The implications of developing authentic leadership to build and maintain the quality of EOR are discussed

We’re All in This Together: Legitimacy and Coronavirus-Oriented CSR Messaging

This study investigates how legitimization strategies embedded in CSR messages related to the COVID-19 pandemic influenced multidimensional stakeholder assessments of reputation. The results of this 3 × 2 × 2 experimental survey, which manipulated pragmatic and moral legitimacy using three conditions (self- vs. other- vs. both-oriented messaging); substantive and symbolic management (informative vs. uninformative content); and popularization and standardization approaches (leadership vs. followership), indicate that popularization strategies communicated substantively and standardization strategies communicated symbolically generally yield the greatest reputational gains. More nuanced findings from three-way interaction effects are further discussed, with an emphasis on the role of double-sided messages seeking to simultaneously establish pragmatic and moral legitimacy

Exploring Crisis Communication in The Internal Context of An Organization: Examining Moderated and Mediated Effects of Employee-Organization Relationships on Crisis Outcomes

This study seeks to foster a greater understanding of effective crisis communication from the internal context of organizations. The present research conducted an online experimental study of 640 full-time employees in the United States. Results through OLS multiple regression and path analysis indicated 1) employee-organization relationships (EOR) and timing strategy of self-disclosure (stealing thunder) were positively associated with the positive internal reputation and employees’ supportive behavioral intentions, 2) the positive effects of EOR on the employees’ supportive behaviors appeared differently according to whether or not stealing-thunder was used, and 3) the effects of EOR and message strategy (accommodative response) on the positive internal reputation were varied when the negative emotions (anger and anxiety) intervened

A Test of a Dual Model of Positive and Negative EORs: Dialogic Employee Communication Perceptions Related to Employee-Organization Relationships and Employee Megaphoning Intentions

This study investigated how employees’ perceptions of an organization’s dialogic employee communication influence their evaluations of their positive and negative relationships with the organization. The study further examined how employees’ relationship assessments could drive their intentions for positive and negative megaphoning about their organizations. To test the differentiating effects of dialogic employee communication on positive and negative employee-organization relationships (EORs) and, subsequently, employee megaphoning intentions, we used a dual measure with the positive and the negative EORs. The online survey of 527 full-time U.S. employees showed that dialogic employee communication – particularly mutuality orientation – distinctively influenced the employees’ EOR assessments. The survey results also showed that stronger and more-positive EORs led to increased positive megaphoning intentions, and that stronger and more-negative EORs led to increased negative megaphoning intentions. This study found that positive EOR mediated the links between dialogic employee communication and both positive and negative intentions, but that negative EOR mediated only the link between dialogic employee communication and the negative megaphoning intention