Search results

Drawing on similarity-attraction hypothesis and generational gap literatures, this study aims to examine the impact of age difference in a leader–member dyad on leader–member exchange (LMX). The study hypothesized that relational age would impact the subordinates-reported LMX. However, given that leaders have structural power over subordinates and hence have mechanisms of interaction available to them, the age difference might not determine their perception of quality of LMX. The study also hypothesized that generation gap in values and beliefs leads to lack of trust, on the part of subordinates, which in turn might be the reason for poor quality of LMX.

A total of 200 leader–member dyads from five organizations in the National Capital Region of India were used in this study. Data were collected via separate structured questionnaires for leaders and members, which comprised of standard scales of LMX and perceived trust, and demographics.

Hypotheses received substantial support from the data with a few exceptions. Only the loyalty dimension of perceived trust mediates the relationship between relational age and member perception of LMX.

Results have implications for relational age and LMX interventions. However, the results are to be viewed in the light of members’ perspective. While this is a common practice in LMX research, it would be interesting to explore leaders’ trust and psychological reactions as well, for additional insights into leadership practice.

Limited work has been done to explore the impact of relational age on LMX, that too mediated by trust. An attempt has been made in this study to do so via leader–member dyads.

This study develops and tests a comprehensive model that examines whether dimensions of supervisors’ job demands and resources influence their work motivation through their job strain levels while managing disability accommodation (DA).

The proposed model leverages the assumptions of established job demand and resources theories, including demand-ability fit, job demand-control, job demand-control-support, and effort-reward balance models. Then, we tested with the quantitative data from 335 British, Canadian, American, Australian, Dutch, and German supervisors with recent DA experience.

This study found support for the proposed model. Job control and social support directly affected work motivation, while job strain did not mediate the relationship between job control and social support and work motivation. The results suggest that employers looking to improve the likelihood of DA success should focus on providing adequate job control, social support, and rewards to supervisors responsible for accommodating employees with disabilities.

This research enhances our understanding of how additional DA responsibilities impact supervisors and aids in the development of effective DA management policies and interventions, providing robust support for practitioners.

This study contributes to extending the DA literature by testing the applicability of different theoretical models to explain the effect of the additional DA responsibility on supervisors’ job demand, strain, and motivation levels and identify the resources to mitigate them.

Based on the leadership, entrepreneurship, and issue selling literature, we hypothesized that entrepreneurs who are perceived to be successful can be differentiated from unsuccessful entrepreneurs based on their degree and type of social power. We conducted a field experiment including 305 Malaysian managers with considerable experience in working with entrepreneurs and in entrepreneurial environments. Entrepreneurs perceived to be successful were ascribed greater referent, information, expert, connection, and reward power; less coercive power; and similar legitimate power than unsuccessful entrepreneurs. These results provide evidence in support of social power as a distinguishing individual characteristic of successful entrepreneurs and make a contribution to theories linking social capital with entrepreneurial success. Aspiring entrepreneurs need to be aware that their social power profile is associated with various degrees of perceived success. Our paper points to the need to investigate variables beyond personality and that are more directly relevant to social and interpersonal interactions that may differentiate entrepreneurs perceived to be successful from those who are not.

Building upon the “fair exchange in leadership” notion (Hollander; Scandura), the purpose of this paper was to hypothesize the mediating impact of procedural justice climate on the relationship between leader‐member exchange (LMX) and two attitudinal outcomes: organizational commitment and turnover intentions.

A total of 224 managers voluntarily participated in the study. They represented nine multinational companies located in northern Malaysia. Data were collected by means of a structured questionnaire containing widely used scales to measure LMX (contribution, affect, loyalty, and professional respect), procedural justice climate, organizational commitment (affective, normative, and continuance), and turnover intentions. After establishing the goodness of measures, hypothesized relationships were examined using Structural Equation Modeling (SEM). While commitment and LMX were, respectively, conceptualized as 3‐ and 4‐dimensional constructs, procedural justice climate and turnover intentions were each treated as unidimensional constructs.

Whereas hypotheses for direct effects received low‐to‐moderate support, the mediation hypothesis received substantial support only in the case of professional respect dimension of LMX.

The study has obvious implications for leader‐member exchange and procedural justice in organizations. Though findings are in line with those in the past research, they should be viewed with caution – given the nature of cross‐sectional data.

Management needs to pay attention to the quality of LMX, as today's employees look for mutual trust.

Following Hackett et al.'s treatment of the reasonably established role of leader‐member exchange (LMX) in employee outcomes, this paper seeks to examine the mechanism which operates between LMX and various work outcomes in an attempt to bridge this gap in the literature.

The hypotheses were tested using data from 306 working software professionals in India. Data were collected through a structured questionnaire that contained standardized scales of LMX (perceived contribution and affect), satisfaction, commitment, and citizenship behavior (loyalty).

A confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables. Results provide support to all the hypotheses.

Data were collected from a single source, direction of causality is assumed (not tested) and all the data were collected through self‐reports. Some measures are taken to control them.

The findings have implications for LMX enhancement interventions. Focusing on enhancement of the LMX‐Contribution dimension is more likely to improve the organization level commitment and citizenship behavior, whereas LMX‐Affect is likely to result in more affective reactions like satisfaction with the supervisor and the job.

The study adds to the literature by testing the proposed model in the Indian context, thus providing some empirical cross‐cultural validity to LMX‐subordinate‐related work outcomes relationships.

The purpose of this paper is to explore, deriving from social exchange theory, the process paths between leader‐member exchange (LMX) and subordinate outcomes (satisfaction and commitment). LMX is conceptualized as a two‐dimensional construct, consisting of LMX‐Contribution and LMX‐Affect. The two dimensions are hypothesized to have differential impact on subordinate outcomes. Procedural and distributive justice perceptions are hypothesized to mediate the relationship of LMX with subordinate outcomes, and voice is hypothesized to mediate the relationship of LMX with procedural justice. Additionally, alternate models based on the primacy of the procedures are tested.

The study reports responses of 295 professionals from 30 software organizations operating in different parts of India. Data were collected by means of a structured questionnaire containing standard scales of LMX, distributive, and procedural justice, voice, satisfaction and commitment. After establishing the psychometric properties of the measures, path analysis of the hypothesized and alternate models was conducted using structural equation modeling (SEM).

Overall, results provided support for most of the hypotheses with a few exceptions. Specifically, LMX led to distributive justice through procedural justice – a finding consistent with the “procedural primacy hypothesis”.

The results have implications for LMX interventions. However, the results are to be viewed in the light of common method variance and same source bias.

The paper is of value in that its results indicate that the negative effect of work‐group differentiation can be neutralized if the leader uses voice mechanisms for improving procedural justice. Also, this study adds to the literature by testing the proposed model in the Indian setting, thus providing some empirical cross‐cultural validity to LMX‐subordinate outcomes relationships.

The purpose of this paper is to identify the key leadership characteristics (in the form of social power) needed in a knowledge‐based firm that can influence knowledge workers (KWs) to participate actively in creating, sharing, and using knowledge.

Data measuring top leaders social power and knowledge management (KM) practices is gathered from 402 KWs representing 180 Multimedia Super Corridor status firms in Malaysia.

The analysis indicates that expert power has a positive influence on the extent of knowledge acquisition and dissemination practices. Legitimate power is found to impede knowledge acquisition practices. Furthermore, reliance on referent power no longer works in a knowledge‐based context. Finally, the paper found the impact of coercive, legitimate, and reward power to be contingent on the organizational size.

Besides leaders potential to influence, there may be other factors that could influence the extent of KM practices in organization. Further, this paper explores the power of top management, which could not be generalized to leaders from middle or lower level management. Future research should address these limitations.

The paper implies that knowledge leaders need to enhance certain bases of power that have the potential to improve the extent of KM practices in organizations.

This paper provides useful insights about the significance of leaders' power bases with emphasis on new approaches needed in knowledge‐based organizations.

This paper aims to investigate the association of COVID-19 confirmed cases and deaths with mental health, unemployment and financial markets-related search terms for the USA, the UK, India and worldwide using Google Trends.

The authors use Spearman’s rank correlation coefficients to assess the relationship between relative search volumes (RSVs) and mental health, unemployment and financial markets-related search terms, with the total confirmed COVID-19 cases as well as deaths in the USA, UK, India and worldwide. The sample period starts from the day 100 cases were reported for the first time, which is 7 March 2020, 13 March 2020, 23 March 2020 and 28 January 2020 for the US, the UK, India and worldwide, respectively, and ends on 25 June 2020.

The results indicate a significant increase in anxiety, depression and stress leading to sleeping disorders or insomnia, further deteriorating mental health. The RSVs of employment are negatively significant, implying that people are hesitant to search for new jobs due to being susceptible to exposure, imposed lockdown and social distancing measures and changing employment patterns. The RSVs for financial terms exhibit the varying associations of COVID-19 cases and deaths with the stock market, loans, rent, etc.

This study has implications for the policymakers, health experts and the government. The state governments must provide proper medical facilities and holistic care to the affected population. It may be noted that the findings of this study only lead us to conclude about the relationship between COVID-19 cases and deaths and Google Trends searches, and do not as such indicate the effect on actual behaviour.

To the best of the authors’ knowledge, this is the first attempt to investigate the relationship between the number of COVID-19 cases and deaths in the USA, UK and India and at the global level and RSVs for mental health-related, job-related and financial keywords.

The purpose of this paper is to investigate the stock market performance of companies featured in the survey “Best Companies to Work For” as a proxy for corporate culture.

The authors employed the portfolio formation and event study methods from finance to examine the linkage between corporate culture and future stocks returns. The lists of India’s best place to work for by Great Place to Work® Institute and Business Today (BT), India’s leading business magazine, form the primary surrogate for a great corporate culture. The authors compared the stock market performance of the culture portfolio vis-à-vis market index, in addition to using Carhart’s (1997) four-factor model.

A portfolio of Indian firms that featured in the “Best Companies to Work For” by Great Place to Work© Institute and BT magazine provides a higher return than the market index Sensex both on an ordinary return and on a risk-adjusted basis. The four-factor αs of the value-weighted culture portfolios are significant, implying that these portfolios have provided abnormal returns during the sample period. Moreover, the findings suggest a positive drift in the abnormal returns after inclusion in the “Best Companies to Work For” list.

The results are largely in conformity with the prediction of the theory that states that corporate culture is an economic asset for a firm that increases its value.

From an investor’s point of view, the study indicates that investment in “Best Companies to Work For” is a better alternative than passive index investing.

This study fills the empirical void in the relationship between corporate culture and stock market performance in the Indian context.

This paper investigates the style timing and liquidity style timing vis-à-vis the market, size, value and momentum factors of the actively managed Indian equity mutual funds.

We examine the style timing of the funds using the augmented Carhart four-factor model by incorporating timing measures (Treynor and Mazuy; Henriksson and Merton). Based on this, the study explores the four-factor liquidity and volatility style timing exhibited by fund managers. The sample is from April 2000 to March 2018 and spans the volatile 2008 subprime economic crises. The sample comprised 182 actively managed equity funds from various sizes and was considered to be a well-diversified sample.

The results of our study provide strong evidence of market liquidity timing in India. No other style timing skills are observed in our analysis. Our results also imply that the fund managers might misidentify size timing as market timing if integrated liquidity timing measures are not employed, leading to false conclusions.

The findings of our study imply that the fund managers might misidentify size timing as market timing if integrated liquidity timing measures are not employed, leading to false conclusions.

This study, to our knowledge, is the first attempt to investigate the portfolio-based style timing in the Indian context.