The Journal of applied psychology
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This study examined variable and pattern approaches to studying the influence of individual differences on both leadership emergence and leader effectiveness. Emergent leaders were identified and then followed for 9 months of effectiveness data gathering. ⋯ Results showed that the same pattern of individual differences (high intelligence, high dominance, high general self-efficacy, and high self-monitoring) was associated with both leadership emergence and leader effectiveness. Persons scoring high on the set of individual difference variables emerged as leaders, were promoted to leadership positions, and were rated by their superiors as effective leaders.
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The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. ⋯ Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.
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A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. ⋯ Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.
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Integrating justice and customer service literatures, this research examines the role of customer service employees' behaviors of handling customer complaints, or service recovery performance (SRP), in conveying a just image of service organizations and achieving desirable customer outcomes. Results from a field study and a laboratory study demonstrate that the dimensions of SRP--making an apology, problem solving, being courteous, and prompt handling--positively influenced customer satisfaction and then customer repurchase intent through the mediation of customer-perceived justice. In addition, service failure severity and repeated failures reduced the positive impact of some dimensions of SRP on customer satisfaction, and customer-perceived justice again mediated these moderated effects.
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Personal reputation has been acknowledged to have an important influence on work outcomes. However, substantive research has been relatively scarce to date. The 2-study research plan reported here supports reputation's role as a moderator of the relationships between political behavior and the work outcomes of uncertainty, emotional exhaustion, and job performance ratings (i.e., self- and supervisor report). ⋯ In each study, political behavior was associated with decreased uncertainty and emotional exhaustion and increased job performance ratings for individuals with a favorable reputation. Conversely, political behavior predicted increased uncertainty and emotional exhaustion and decreased job performance ratings for individuals with an unfavorable reputation. Implications of these results, strengths and limitations, and directions for future research are discussed.