Academic literature on the topic 'Leader-employee agreement'
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Journal articles on the topic "Leader-employee agreement"
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Kim, Peter BeomCheol, and Kevin D. Carlson. "Agreement on service performance ratings between frontline employees and their supervisor." Journal of Service Theory and Practice 26, no. 5 (September 12, 2016): 721–40. http://dx.doi.org/10.1108/jstp-04-2015-0110.
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Purpose The purpose of this paper is to examine whether agreement between frontline employee self-ratings and supervisory ratings of service performance functions as an indicator of healthy supervisor-subordination relationships above and beyond what might be indicated simply by either supervisory ratings or self-ratings. Design/methodology/approach Research hypotheses were tested using a sample of 220 matched pairs of frontline service workers and their immediate supervisors from nine full service hotels in the USA. Findings The results show that higher levels of agreement in service performance ratings between employees and supervisors is associated with higher levels of leader-member exchange (LMX) and organizational commitment. Practical implications Senior managers can refer to the level of performance rating agreement between customer service employees and their supervisors in assessing supervisors’ competency to manage their work relationship with their subordinates. Originality/value This study examined rating agreement in a service performance context and found rating agreement between subordinates and their supervisor may have a unique effect on service worker effectiveness, producing a unique incremental effect on LMX and organizational commitment. This is important given that few attempts have been made to examine service performance from both subordinates’ and supervisors’ perspectives and the implication that rating agreement may have for improving employee service performance.
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Mayliza, Riri, and Kasih Ade Putra. "Influence of Leadership Style and Cultural Organization on Employee Performance in the Personnel and Human Resources Development Agency of Agam District." BINA BANGSA INTERNATIONAL JOURNAL OF BUSINESS AND MANAGEMENT 2, no. 2 (June 30, 2022): 349–57. http://dx.doi.org/10.46306/bbijbm.v2i2.60.
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One of the most important assets owned by a company is human resources because it has an influence on the survival of the company. Employees in a company should be provided with a comfortable working environtment to produce optimal performance. Leadership style is a pattern, method and expertise used by an organizational leader in acting, conveying and socializing to influence, direct, support and control other individuals or subordinates to perform a task in order to reach an agreement. Organizational culture is a comprehensive affirmation that is recognized by members of the organization in system of shared meaning. This study aims to determine the effect of leadership style and organizational culture on employee performance at Badan Kepegawaian dan Pembangunan Pembangunan Human Resources Kabupatan Agam. Population in this study were 35 respondents who is also a sample of the entire population at the Agam District Civil Service and Human Resource Development Agency. Studies using multiple regression analysis. The results of this study indicate leadership style and organizational culture have a positive significant impact on employee performance
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Agustina, Hellya, Nur Atiqah Abdullah, and Ihil S. Baron. "Authentic leadership and employee psychological well-being: An integrated review of the literature." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 82. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(82).
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As we known that one resource that supports work of employee is a good relationship among the leader and co-workers. Leaders who have styles that are able to improve employees' psychological well-being by making workplaces healthy, do not neglect supervision, are able to motivate employees, and reflect values that are important to employees (see, Hsiung 2012; Winkler et al. 2015; Huang et al. 2016; Joo, Park, & Lim 2016). There seems to be general agreement that effective leadership will encourage positive employee attitudes and behaviour (e.g., Fong & Snape 2015; Afsar, Badir & Kiani 2016; Semedo, Coelho, & Ribeiro 2016; Wu & Lee 2017; Kim & Beehr 2018; Buil , Martinez, & Matute 2019; Mostafa & Bottomley 2020). Meanwhile, most of the previous studies link that authentic leadership also has a negative influence on employees, such as: employee silence (Guenter et al. 2016); job stress (Weiss, et al. 2017); cynicism and immodesty (A Megeirhi, et al. 2018); burnout (Fair & Kamal 2019); management culture errors (Farnese et al. 2018); and turnover intentions (Gordon et al. 2019). Researchers found that only a few studied the relationship between authentic leadership and employee psychological well-being. There is only one study that examines this by using work climate as mediator variable in the type of nurse's work. Research conducted by Nelson et al. (2014) which states that authentic leadership has been recognized to influence psychological well-being through its impact on the work climate. Moving on from these issues, the interests of employees in Indonesia should be considered because the employee is required to work for eight hours a day and employees are working to make ends meet. Keywords: authentic leadership, psychological well-being, mediators, moderators, integrated review.
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Szabó, Attila, László Gulyás, and István János Tóth. "Simulating Tax Evasion with Utilitarian Agents and Social Feedback." International Journal of Agent Technologies and Systems 2, no. 1 (January 2010): 16–30. http://dx.doi.org/10.4018/jats.2010120102.
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This article discusses the TAXSIM model for the simulation of tax evading behavior in a computational model of a single market sector. The rate of tax evasion is an agreement between an employer and an employee that is made to reduce costs. The agents’ expectations and satisfaction are results of the agents’ individual learning, based on their own experiences and on those in their social network. This way the emerging social approach to tax evasion feeds back to individual behavior. The series of experiments reported in this chapter analyze scenarios in which 1) the quality of governmental services increases permanently, 2) a market leader unilaterally adopts the legal position, and 3) multi-national companies with tax allowances enter the market. In addition, we show that in this model, the level and efficiency of tax audits alone cannot control and explain the emerging tax compliance level.
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Tunio, Shahnawaz, Narjis Unar, and Rukshanda Jabeen. "To analyze Transformational Leadership and OCB an effect on Organizational Commitment: Higher Education Teaching Faculty of Pakistan." International Research Journal of Management and Social Sciences 3, no. 2 (June 12, 2022): 125–34. http://dx.doi.org/10.53575/irjmss.v3.2.12(22)125-134.
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Organizational Citizenship Behavior (OCB) is denoted to additional efforts or out of context role played by employee(s) which is beyond one’s formal job description prescribed by the organization. OCB is not actually a written agreement or it may not be required from an ordinary worker, but this behavior has great importance and likely desired in the organizational settings. Leader toils to his level best to mold follower's (employee) attitude towards organizational targets. Leadership remained a vital topic under various theorists but the Transformational Leadership was the most prominent. As higher education institutes are a hub of high level education providing places of any country, subsequently the educational standard and quality of deliverance have much more importance for them. The behavioral difference amongst university teachers’ worth require professional growth so teacher ship cannot be isolated from the development. Quality enhancement is essential for the individuals who are related with teaching and learning environment. Here, to explore the effects of OCB on the OC explicitly in connection to higher education teaching faculty of Pakistan. It portrays the significance of OCB in the enhancement of efficiency of firm and furthermore to determine the influencing and generating factors of OC. This study comprehends the correlation of transformational leadership, T & D chances, work and life plans & empowerment activities with organizational commitment and to evaluate significance of OCB of teachers in the triumph of their respective institutions in Pakistan.
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Annushkin, Vladimir I., and Hui H. Yi. "Business communication course in Russia: assessments and concerns." Verhnevolzhski Philological Bulletin 1, no. 28 (2022): 96–103. http://dx.doi.org/10.20323/2499-9679-2022-1-28-96-103.
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The article deals with the problem of teaching business communication in situations of starting professional activity, in situations related to employment and further professional education. Particular attention is paid to the forms of organizing vocational training in Russia. The authors determine the concept of modern business communication and its importance. Not only do the problems of communication attract considerable attention among people of different ages, professions and education, but, above all, they are an essential component of any specialist’s professional competence. A modern specialist needs knowledge in the field of business communications to be able to understand communication partners, establish contacts with them, conduct business conversations, negotiations, and master the basics of public speech. The features of business negotiations are described in the article. Negotiations is business communication with the aim of reaching a joint solution. Throughout our lives, we negotiate, exchange commitments and promises. Whenever two people need to come to an agreement, they must negotiate. Negotiations proceed in the form of business discourse on issues of interest to both parties, and serve to establish cooperation ties. Negotiations differ significantly in their goals: signing a supply contract, a contract for conducting research or design work, an agreement on cooperation and coordination of activities, etc. The authors consider the process of teaching professional business communication in Russia. Business (professional) communication is the most common and complex type of communication between people in society; without it, interaction in the field of economic, legal, diplomatic, commercial, and administrative relations is impossible. The ability to successfully conduct business negotiations, to draw up a business document competently and correctly, and much more has now become an integral part of the professional culture of any person: a manager, a leader at all levels, a referent, an employee. To achieve high performance in almost any professional activity, it is necessary to possess a certain set of information, knowledge, ideas about the rules and principles of business communication. “Business is the ability to talk to people,” say enterprising Americans.
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Singh, Satvir, and Prajya R. Vidyarthi. "Idiosyncratic Deals to Employee Outcomes: Mediating Role of Social Exchange Relationships." Journal of Leadership & Organizational Studies 25, no. 4 (March 22, 2018): 443–55. http://dx.doi.org/10.1177/1548051818762338.
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The individualized work-related agreements known as idiosyncratic deals (i-deals), which are negotiated between the employee and the employer, has been shown to affect employee outcomes. In this study, we suggest that social comparison theory, in addition to social exchange theory, can be used to explain the effect of i-deals on employee outcomes. This study explains the process through which i-deals lead to positive employee outcomes in the form of increased employee job satisfaction, organizational citizenship behavior, job performance, and reduced employee turnover. We hypothesized that employees’ perceived organizational support (POS), quality of relationship with the supervisor known as leader–member exchange (LMX), and quality of the relationship with the supervisor in comparison to others in the group termed as leader–member exchange social comparison (LMXSC) mediates the relationships between i-deals to outcomes. In a sample of 338 faculty employees nested in 49 departments from a private university, we found support for direct relationships between i-deals, outcomes, and mediators (POS, LMX, and LMXSC). We also found partial support for the mediation of LMX and LMXSC. The theoretical and practical implications of results are discussed.
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Elicker, Joelle D., Paul E. Levy, and Rosalie J. Hall. "The Role of Leader-Member Exchange in the Performance Appraisal Process." Journal of Management 32, no. 4 (August 2006): 531–51. http://dx.doi.org/10.1177/0149206306286622.
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Performance appraisal (PA) feedback research suggests that agreement of others' performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences. The authors propose that supervisor-subordinate exchange relationships create a social context that substantially influences the PA discussion and feedback reactions. Key mediating variables in this process are employee voice during the PA session and justice judgments. Structural equation modeling analyses of longitudinal data support our model. Exchange relationship showed strong, mediated effects on feedback reactions, whereas performance rating discrepancies had minimal unique effects.
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Li, Xiaobei, and Lu Xing. "When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations." Journal of Managerial Psychology ahead-of-print, ahead-of-print (April 29, 2021). http://dx.doi.org/10.1108/jmp-07-2020-0412.
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PurposeThis study's purpose is to examine benevolent leadership's effect on employee silence, as moderated by perceived employee agreement on leader behaviors and cultural value orientations.Design/methodology/approachTwo-wave survey data were collected from 240 Chinese employees working in various industries. Hierarchical regression and simple slope analysis were used to test the hypotheses.FindingsBenevolent leadership was negatively related to employee silence. When perceived employee agreement on leader behaviors was high, employees with high power-distance orientation or low vertical individualism were more sensitive to benevolent leadership and engaged in less silence.Practical implicationsManagers are advised to exhibit benevolent behaviors to mitigate employees' tendency to remain silence. Organizations and managers can also design interventions to encourage employees with low power distance or high vertical individualism to speak up.Originality/valueThis study advances the understanding of the relationship between benevolent leadership and employee silence. By highlighting the moderating role of employees' perception of leader behaviors and their cultural value orientations, this study helps explain the conditions that when employees choose to keep silence or not.
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Kjeldsen, Anne Mette, and Lotte Bøgh Andersen. "Leader-Employee Gap in Verbal Transactional Leadership and Distributed Leadership: Evidence From a Randomized Field Experiment." Review of Public Personnel Administration, August 18, 2021, 0734371X2110390. http://dx.doi.org/10.1177/0734371x211039004.
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Leadership behavior only contributes to goal attainment in public organizations if the employees perceive the behavior. Given that studies on self-other agreement show large gaps in perceived leadership between leaders and employees, it is highly relevant to ask how HRM-programs such as leadership training can reduce these gaps. Based on a large randomized field experiment including 130 leaders and their 4,800 employees in the Danish municipality of Aarhus, this article compares how different types of leadership training affect gaps in perceived leadership. Results from pre- and post-intervention surveys show a decreased gap in leader-employee perceptions of verbal transactional leadership, while the gap in perceived distributed leadership did not change. This suggests that leadership training can make leaders’ and employees’ perceived leadership behaviors more aligned, but less so for employee-centered leadership approaches such as distributed leadership.