The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry

Separate streams of organizational socialization research have recognized the importance of (a) newcomer proactivity and (b) manager support in facilitating newcomer adjustment. However, extant research has largely focused on the newcomers' experience, leaving the perspectives of managers during socialization relatively unexplored-a theoretical gap that has implications both for newcomer adjustment and manager-newcomer interactions that may serve as a basis for future relationship development. Drawing from the "interlocked" employee behavior argument of Weick (1979), we propose that managers' perception of newcomers' proactive behaviors are associated with concordant manager behaviors, which, in turn, support newcomer adjustment. Further, we investigate a cognitive mechanism-managers' evaluation of newcomers' commitment to adjust-which we expect underlies the proposed relationship between newcomers' proactive behaviors and managers' supportive behaviors. Using a time-lagged, 4-phase data collection of a sample of new software engineers in India and their managers, we were able to test our hypothesized model as well as rule out alternative explanations via multilevel structural equation modeling. Results broadly supported our model even after controlling for manager-newcomer social exchange relationship, proactive personalities of both newcomers and managers, and potential effects of coworker information providing. The implications of our findings for theory and practice are discussed. (PsycINFO Database Record

Newcomer adjustment: Examining the role of managers' perception of newcomer proactive behavior during organizational socialization.

Toxic Emotions at Work: How Compassionate Managers Handle Pain and Conflict BY PETER J. FROST, HARVARD BUSINESS SCHOOL PRESS, BOSTON, MA. (2003). HARDCOVER: 256 PP. Toxic Emotions at Work was an irresistible lure for us as managers. The word "toxic" is itself quite arresting. One dictionary gives its meaning as harmful or deadly. But who has not experienced toxicity in the workplace during their career? It is reassuring to hear that the author thinks toxicity, or emotional pain, is a normal by-product of organizational life. However, although a certain amount of pain is an inevitable part of our working lives, he calls on us to assess what is inevitable and what is not-and how well we are handling it. As managers, we are responsible for acknowledging that emotional pain is a part of our working lives and finding ways to deal with it. WHERE DOES TOXICITY COME FROM? Frost points out that we can't entirely leave our personal lives behind when we enter the office. A range of problems, such as health issues, bereavement, or family problems may be carried along as emotional baggage. Once in the workplace, we are subjected to another set of toxins. From the stress of a reorganization to the death of a co-worker, pain is always there. However, some toxins are not inevitable. Toxin generators such as "abusive managers, unreasonable company policies, disruptive co-workers or clients, or...poorly managed change" can be removed or limited if the organization has the will. WHAT ARE THE EFFECTS OF THESE TOXIN GENERATORS, ANYWAY? Frost says they are critical: Toxicity, the outcome of emotionally insensitive attitudes and actions of managers and of the practices of their companies, doesn't simply ruffle a few feathers. Rather, it acts as a noxious substance, draining vitality from individuals and your entire organization, potentially causing everything from missed deadlines to a mass exodus of your key staff. Left unchecked, toxicity will seep into your organization's performance and right down to your bottom line. Despite the pervasiveness of emotional toxins in organizations and their negative effects on people and on profits, no one will raise the subject since, as most of us have experienced firsthand, the discussion of emotion and pain in work situations tends to be seen as "weak" or "soft, " leaving those who do see it-and help to resolve it-with their mouths shut and their heads down. HOW CAN WE CONTROL TOXICITY? Leaders, Frost says, need to first of all acknowledge toxicity as a Eict. Furthermore, they need to look beneath the surface and find out how toxicity is being dealt with in their organizations. Typically, they will find that some people have taken on the task of "toxin handling." WHO ARE THE TOXIN HANDLERS? Many of these toxin handlers are simply compassionate people, at any level in the organization, who care about others. They have not been asked to take on this role-they simply see a need and stop to help. Some of their most important characteristics are that they are willing to listen and witness and demonstrate that they care. Other characteristics include "holding space for healing, buffering pain, extricating people from painful situations, transforming pain." If at all possible, managers should be toxin handlers. If they do not have the necessary skills themselves, they should identify those who have taken on that role and provide support for them. An important support is recognizing that toxin handling takes a significant toll on the handlers. Many do their work unnoticed and even feel guilty, because their work may not be recognized or valued. Often they take on others' pain, and if they don't have a similar support in place themselves, they may internalize the stresses, leading to disillusionment, burnout, and illness. Frost introduces the concept of stress-related illness owing to a depressed immune system and relates his own story of how, as a cancer survivor, he began to identify elements in his work life that were mentally and physically unhealthy. …

Toxic Emotions at Work: How Compassionate Managers Handle Pain and Conflict

Based on 214 primary studies (N = 196,300), the current study employed meta-analytical techniques to examine the antecedents and outcomes of authentic leadership, and whether cultural differences at the national level and research designs moderated the relationships between authentic leadership and all outcomes. Our findings revealed that leaders’ emotional intelligence and the organizational ethical climate was significantly related to authentic leadership, and that authentic leadership was significantly related to a wide variety of subordinate-, leader-, and performance-related outcomes. Moreover, leader-member exchange and follower job satisfaction was found to mediate the relationship between authentic leadership and both follower job performance and OCB, and cultural differences (i.e., power distance and individualism) were found to moderate the relationships between authentic leadership and its outcomes. We also ran supplementary analysis to explore the influence of follower features and research design.

Antecedents and outcomes of authentic leadership across culture: A meta-analytic review

The present study aims to examine the effect of authentic leadership (AL) on service innovative behavior (SIB) of employees as well as to identify whether proactive personality (PP) mediates this c...

https://journals.sagepub.com/doi/pdf/10.1177/2158244021989629

Authentic Leadership and Service Innovative Behavior: Mediating Role of Proactive Personality:

This study, which is based on survey data provided by 445 employees from a Chinese enterprise, examines the impact of authentic leadership on the proactive behavior of subordinates, in particular the mediating effect of subordinate psychological capital and the moderating effect of compassion at work. The results of our structural equation model reveal that: (1) There is a significant positive correlation between authentic leadership and the proactive behavior of subordinates; (2) psychological capital plays a full mediating role between authentic leadership and subordinate proactive behavior; (3) Compassion at work has a moderating effect on the positive relationship between authentic leadership and subordinate psychological capital and proactive behavior.

/pdf/authentic-leadership-and-proactive-behavior-the-role-of-56levq4kpi.pdf

Authentic Leadership and Proactive Behavior: The Role of Psychological Capital and Compassion at Work.

Based on social comparison theory, two experiments were conducted to explore the effects of depression and social comparison on adolescents, using the ultimatum game (UG). Before the formal experiment began, a preliminary experiment tested the effectiveness of social comparison settings. This study used the UG paradigm to explore adolescents’ social decision-making in the context of gain and loss through two experiments. These experiments were designed as a 2 (group: depressive mood group, normal mood group) × 2 (social comparison: upward, downward) × 3 (fairness level: fair 5:5, unfair 3:7, extremely unfair 1:9) three-factor hybrid study. (1) The fairer the proposal was, the higher the sense of fairness participants felt, and the higher their acceptance rate. (2) The acceptance rate of the participants for downward social comparison was significantly higher than that for upward social comparison, but there was no difference in fairness perception between the two social comparisons. (3) Under the context of gain, the acceptance rate of the depressive mood group was higher than that of the normal mood group, but there was no difference in the acceptance rate between the depressive mood group and the normal mood group under the loss context. Depressive mood participants had more feelings of unfairness in the contexts of both gain and loss. (4) The effects of depressive mood, social comparison and the fairness level of distribution on social decision-making interact. The interaction of social comparison, depressive mood and proposal type demonstrates that besides one’s emotion, cognitive biases and social factors can also have an effect on social decision-making. These findings indicate that behavioral decision boosting may provide an avenue for appropriate interventions in helping to guide adolescents to make social decisions.

/pdf/the-effects-of-social-comparison-and-depressive-mood-on-vzf18g87im.pdf

The effects of social comparison and depressive mood on adolescent social decision-making

Investigating the attentional bias and information processing mechanism of mobile phone addicts towards emotional information

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Authentic Leadership and Proactive Behavior: The Role of Psychological Capital and Compassion at Work.

The effects of social comparison and depressive mood on adolescent social decision-making

Investigating the attentional bias and information processing mechanism of mobile phone addicts towards emotional information