Academic literature on the topic 'Supervisors' interpersonal behaviors'
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Journal articles on the topic "Supervisors' interpersonal behaviors"
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Taylor, Kathryn, Emily White, Rachael Kaplan, and Colleen M. O’Rourke. "University: The Supervisory Process in Speech-Language Pathology: Graduate Students’ Perspective." Perspectives on Administration and Supervision 22, no. 2 (July 2012): 47–54. http://dx.doi.org/10.1044/aas22.2.47.
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Supervision is a critical component of graduate education in communication sciences and disorders. Students spend a large amount of time with their supervisors, who guide them through clinical experiences in graduate school. Thus, students believe certain supervisor characteristics may enhance or inhibit their success as a student clinician. This study investigated the opinions of graduate students about the supervisor behaviors and attributes that create a positive supervisory experience. Twenty-three students in the graduate Communication Disorders Program at Georgia State University completed a survey regarding their thoughts and opinions on the supervisory process. The results of the study indicated that students prefer supervisors who are knowledgeable and supportive and who create a collegial atmosphere for supervisory conferences. The results further suggested that supervisors should provide timely feedback to supervisees in a written or face-to-face form. The results of this study can be used to offer advice to clinical supervisors on the types of feedback and interpersonal characteristics that can maximize the student clinician's success.
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Tourigny, Louise, Jian Han, and Vishwanath V. Baba. "Does gender matter?" Gender in Management: An International Journal 32, no. 8 (November 7, 2017): 554–77. http://dx.doi.org/10.1108/gm-05-2016-0106.
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Purpose This study aims to explore how gender influences the impact of interpersonal trust among subordinates on spontaneous work behaviors such as sharing responsibility and knowledge and engaging in organizational citizenship behavior (OCB). The goal is to understand factors that contribute to the effectiveness of women as supervisors and subordinates in the manufacturing sector. Design/methodology/approach Data were gathered from 308 subordinates and 71 supervisors working in the manufacturing sector in mainland China using a survey methodology. Descriptive statistics, correlation, confirmatory factor analysis and hierarchical moderated regression were the statistical techniques used. Findings Results indicate that both affect- and cognition-based trust among subordinates positively impact responsibility- and knowledge-sharing behaviors, OCB-individual (OCB-I) and OCB-organization (OCB-O). For female subordinates, the gender of the supervisor alters the relationship between both forms of trust and responsibility-sharing behavior and OCB-O, but not knowledge-sharing behavior and OCB-I. Cognition-based trust plays a dominant role for male subordinates, while affect-based trust is more relevant to female subordinates. Finally, while the gender of the supervisor moderates the impact of both affect- and cognition-based trust, it is significant for female subordinates only. Research limitations/implications This study is not without limitations. First, the authors had access to a limited sample of female supervisors and female subordinates, which is not uncommon in the manufacturing sector that is mostly composed of male employees. Second, the cross-sectional nature of the study does not allow the capture of the impact of change in trust over time. However, it is believed that the multi-source design, the novelty of the study’s findings and their implications to interpersonal trust theory and supervisory practice compensate for the limitations. For starters, this study endorses the crucial role of interpersonal trust among employees in predicting important organizational behaviors. It corroborates the conceptual distinction between affect- and cognition-based trust and empirically validates the concepts of affect- and cognition-based trust, RSB, KSB and OCB in China. It uses multi-source data and measures behavioral outcomes of workers as observed by their immediate supervisors. These contributions speak to the empirical viability of our theoretical framework that may be useful to those contemplating cross-cultural research. Practical implications The study started with the question, does gender matter. The answer is that it does and that it has implications for human resource management. The gender of both supervisors and subordinates affect the way interpersonal trust among workers elicit desirable organizational behaviors such as sharing responsibilities, sharing knowledge and other forms of citizenship behavior. Female supervisors need to build trust among their female employees before they can expect effective organizational behavior. The story is different for male supervisors and male employees. This has implications in the way male and female supervisors are trained. It also has implications for work group formation and composition. What the study does not know is whether these findings are limited to the manufacturing sector or unique to China. It is recommended that a cross-cultural comparative research be undertaken to address those questions. Social implications In light of the study’s findings, it is proposed that supervisory training and development programs should take into consideration that female supervisors encounter more challenges in eliciting favorable behaviors on the part of female subordinates in a work environment that is male-dominated. Originality/value The unique value contribution of the study pertains to the role of gender – the gender of the supervisor and the gender of the subordinate in shaping organizational behavior. Specifically, the authors show that the supervisor’s gender influences the relationship between affect-based trust and RSB, KSB and OCB-O and the relationship between cognition-based trust and OCB-O. Their point is that these relationships are significant only for female supervisors. In addition, they show that gender similarity between the supervisor and the supervised matters, only when both are female. These findings limit the role of interpersonal trust in eliciting favorable organizational behavior across the board and question the portability of interpersonal trust theory across industries and cultures.
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López-Ibort, Nieves, Ana I. Gil-Lacruz, Luis Navarro-Elola, Ana C. Pastor-Tejedor, and Jesús Pastor-Tejedor. "Positive Psychology: Supervisor Leadership in Organizational Citizenship Behaviors in Nurses." Healthcare 10, no. 6 (June 3, 2022): 1043. http://dx.doi.org/10.3390/healthcare10061043.
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Introduction: In nursing, identifying factors encouraging positive work attitudes is extremely important since a nurse’s performance directly impacts the quality of the care they provide, and, therefore, their patients’ health. Objective: The main objective of this research is to analyze whether the supervisor–nurse relationship is positively correlated with a nurse’s organizational citizenship behaviors. Thus, we established a main hypothesis as follows: the quality of the supervisor–nurse interpersonal relationship is positively related to the job satisfaction of the nurse, controlled by moderating the effects of psychological empowerment, the perceived organizational support, and leader–leader exchange. Methodology: This is a cross-sectional descriptive study with individuals as the units of analysis. The population studied comprised all the nurses and supervisors working in nine public hospitals in the autonomous community of Aragon (Spain). The sample consisted of 2541 nurses, 192 supervisors, and 2500 paired dyads. Self-report questionnaires were used to ensure workers’ anonymity. The dependent variable was the nurse’s organizational citizenship behaviors; the main independent variable was the supervisor’s leadership; the moderating variables were the nurse’s empowerment, the organizational support the nurse perceived, and the quality of the supervisor–superior relationship. Results: Empirical evidence demonstrates that the quality of the supervisor–nurse relationship is positively correlated with organizational citizenship behaviors. The results also confirm the moderating effect of nurses’ empowerment and of the organizational support they perceive. Discussion: Our research shows how important it is for organizations to establish management practices promoting high-quality nurse–supervisor relationships; thus, hospital management should monitor both the supervisors’ performance and leadership. Conclusions: The quality of the relationship the supervisor establishes with their nurses is vitally important since it is a necessary requirement for beneficial results for the organization as a result of citizenship behavior practice.
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Wulani, Fenika, and Marliana Junaedi. "Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism." Journal of Management Development 40, no. 5 (July 23, 2021): 324–38. http://dx.doi.org/10.1108/jmd-07-2020-0216.
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PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.
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Yao, Siqin, and Ting Nie. "Boss, Can’t You Hear Me? The Impact Mechanism of Supervisor Phone Snubbing (Phubbing) on Employee Psychological Withdrawal Behavior." Healthcare 11, no. 24 (December 14, 2023): 3167. http://dx.doi.org/10.3390/healthcare11243167.
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With the excessive smartphone use in the workplace, supervisor phubbing has drawn broad concerns in managerial and academic fields. Though the neglect is unintentional, this behavior can generate counterproductive working behaviors. The basic assumptions of this study are that supervisor phubbing can impact employee psychological withdrawal behavior directly and indirectly via work alienation. To provide empirical evidence for the assumptions, the two-wave online survey of 302 Chinese employees without any supervisory functions was conducted on the Questionnaire Star platform. Based on the stressor-emotion model, work alienation is proved to be the psychological path in the positive relationship between supervisor phubbing and employee psychological withdrawal behavior. Different from the current studies exploring the impact mechanism of phubbing behavior on psychological withdrawal behavior between parents and children, couples, or friends, we put this mechanism into the workplace and focus on subordinate–superior relationships. In addition, the positive indirect effects are enhanced when employees have higher interpersonal sensitivity. In practice, these findings suggest that organizations should normalize the smart devices use in the workplace, and supervisors should balance their working roles with other roles. In addition, organizations should strengthen training on adjusting to negative emotions and interpersonal sensitivity control at work. Although two rounds of the time-lagged data were collected in a one-month interval, the limitations of cross-section data still exist, so the conclusions cannot establish causality. Hence, future research may conduct experimental or longitudinal research designs to make the conclusion more rigorous.
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Deng, Hong, Yanjun Guan, Chia-Huei Wu, Berrin Erdogan, Talya Bauer, and Xiang Yao. "A Relational Model of Perceived Overqualification: The Moderating Role of Interpersonal Influence on Social Acceptance." Journal of Management 44, no. 8 (September 20, 2016): 3288–310. http://dx.doi.org/10.1177/0149206316668237.
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Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors. We tested this relational model across two studies using time-lagged, multisource data. In Study 1, the results indicated that for employees high on interpersonal influence, perceived overqualification was positively related to self-reported social acceptance, whereas for employees low on interpersonal influence, the relationship was negative. Social acceptance, in turn, was positively related to in-role job performance, interpersonal altruism, and team member proactivity evaluated by supervisors. In Study 2, we focused on peer-reported social acceptance and found that the indirect relationships between perceived overqualification and supervisor-reported behavioral outcomes via social acceptance were negative when interpersonal influence was low and nonsignificant when interpersonal influence was high. The implications of the general findings are discussed.
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Belgasm, Hatem, Ahmad Alzubi, Kolawole Iyiola, and Amir Khadem. "Interpersonal Conflict and Employee Behavior in the Public Sector: Investigating the Role of Workplace Ostracism and Supervisors’ Active Empathic Listening." Behavioral Sciences 15, no. 2 (February 12, 2025): 194. https://doi.org/10.3390/bs15020194.
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In today’s dynamic organizational environments, interpersonal conflict and social exclusion can significantly impact employee behavior and organizational effectiveness. This study explores the complex interplay between interpersonal conflict, workplace ostracism, and interpersonal deviance in Jordan’s public sector, emphasizing the moderating role of supervisors’ active empathic listening. Using the stressor–emotion model, conservation of resources (COR) theory, and conflict expression (CE) framework, this study examined these relationships through a two-wave survey design. Data were collected from 501 public sector employees using validated scales, and an analysis was conducted using SPSS and AMOS, with structural equation modeling employed for hypothesis testing. The findings reveal that interpersonal conflict strongly predicts workplace ostracism and interpersonal deviance. Workplace ostracism mediates the relationship between conflict and deviance, while supervisors’ active empathic listening moderates these effects, reducing the likelihood of deviant behaviors. These results underscore the importance of fostering empathetic leadership and inclusive workplace environments to mitigate conflict’s negative impact. This research contributes to understanding workplace dynamics by highlighting the critical role of supervisors in moderating conflict and ostracism. The findings have practical implications for public sector organizations. Beyond training programs, supervisors can implement active empathic listening in practical settings by regularly holding one-on-one meetings in which they actively listen to employee concerns, using verbal and non-verbal cues to show engagement, asking open-ended questions to encourage deeper discussion, reflecting employee emotions to validate their feelings, and following up on issues raised to demonstrate concrete action based on what they have heard; this creates a culture of open communication in which employees feel heard and valued, leading to increased employee engagement and improved problem-solving abilities.
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Asencio, Hugo, and Edin Mujkic. "Leadership Behaviors and Trust in Leaders: Evidence from the U.S. Federal Government." Public Administration Quarterly 40, no. 1 (March 2016): 156–79. http://dx.doi.org/10.1177/073491491604000105.
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This study contributes to our knowledge about the effectiveness of different leadership behaviors in building interpersonal trust within public organizations. It employs survey data on U.S. federal employees to investigate the relationship between employee perceptions of transactional and transformational leadership behaviors and employee perceptions of trust in leaders. Findings from OLS multivariate regression analysis indicate that both transactional and transformational leadership behaviors are positively related to employee trust in leaders. On average, transformational leadership behaviors were found to build higher levels of interpersonal trust. Thus, given the fundamental differences between private and public organizations, this study suggests that public sector leaders need to emphasize transformational leadership behaviors to build higher levels of interpersonal trust within their organizations. Since doing so is crucial for motivating employees and thus for increasing organizational performance, in their leadership development programs, public agencies—particularly those managed by transactional leaders—need to invest more in improving the transformational leadership competencies of their executives, managers, and supervisors.
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Chen, Yuting (Tina), Douglas Hyatt, Arash Shahi, Awad Hanna, and Mahdi Safa. "How Can Conflicts with Supervisors or Coworkers Affect Construction Workers’ Safety Performance on Site? Two Cross-Sectional Studies in North America." Buildings 14, no. 5 (April 27, 2024): 1245. http://dx.doi.org/10.3390/buildings14051245.
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A safety plateau in the construction industry has been reported in the US and Canada, which has prompted researchers to seek new factors affecting construction safety performance. Tapping into advancements in the theory of human and organizational behaviors can yield valuable new perspectives. Therefore, by leveraging the advancement of the Job Demand Control Support model in the field of occupational safety and health, this paper firstly tested the impact of one newly added hindrance stressor (i.e., interpersonal conflicts on construction sites) by researchers on organizational behaviors on the safety performance of construction workers, based on two cross-sectional studies in the US and Canada. Differentiations were made between conflicts with supervisors and conflicts with coworkers. One personal resource factor, i.e., individual resilience, was also considered in this paper. A “causal” chain that shows the mitigation impact of individual resilience on conflicts with supervisors or coworkers, and the adverse impact of conflicts with supervisors or coworkers, on unsafe events were found to hold true for both US and Canadian construction sites, based on the results from measurement invariance tests and structural equation modelling. Recommendations regarding how to improve construction workers’ individual resilience and reduce interpersonal conflicts on site, thereby reducing safety incidents on site, are provided.
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L. Kisamore, Jennifer, Eric W. Liguori, Jeffrey Muldoon, and I. M. Jawahar. "Keeping the peace." Career Development International 19, no. 2 (May 6, 2014): 244–59. http://dx.doi.org/10.1108/cdi-09-2013-0115.
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Purpose – The purpose of this paper is to investigate the interaction between self-reported proactive personality, competence, and interpersonal conflict in the prediction of supervisor ratings of organizational citizenship behaviors directed at individuals (OCBI) and organizations (OCBO). Design/methodology/approach – Data were obtained from 165 full-time subordinate-supervisor dyads. Employees self-reported personality and control variable information in wave 1 and competence and interpersonal conflict information in wave 2. Data regarding employee OCB performance were collected from supervisors in wave 3. Findings – Results suggest that OCBs are performed less frequently in stressful circumstances but that proactive personality appears to assuage the effects of stress. Significant two- and three-way interactions suggest the interplay of personal and situational characteristics are more complex in predicting OCBO than OCBI, likely due to its more distal nature. Practical implications – Results of the current study suggest steps managers may want to take to increase employee performance of OCBs, specifically, selecting proactive individuals, creating training programs to bolster employees’ competence, and minimizing interpersonal conflict at work. Originality/value – The current study confirms and extends extant research. The current study goes beyond previous work to consider a more complex interaction of factors that are related to employee engagement in OCBs.
Dissertations / Theses on the topic "Supervisors' interpersonal behaviors"
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Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.
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The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.
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Thomas, Jérémy. "Perceptions de contraintes et ressources professionnelles en télétravail : vers une meilleure compréhension de leur nature, leur mesure, leurs implications psychologiques et de potentiels leviers d'intervention." Electronic Thesis or Diss., Reims, 2024. http://www.theses.fr/2024REIML006.
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En dépit de l’expansion du télétravail, les connaissances relatives à ses implications psychologiques demeurent parcellaires et discordantes. Ce travail doctoral visait à enrichir les connaissances à ce sujet. Il avait plus précisément pour objectif d’affiner la compréhension des perceptions de contraintes et ressources professionnelles en télétravail, de leur nature, de leur mesure, de leurs implications psychologiques et de potentiels leviers d’intervention. Ces objectifs ont été poursuivis au travers de trois articles. Le premier article, reposant sur une méthode mixte, a enrichi la compréhension de la nature et de la mesure (via la validation d’un questionnaire, le RJDR-Q) des contraintes et ressources professionnelles perçues par les télétravailleurs et de leurs implications pour la santé psychologique et l’ajustement à l’interface entre la vie professionnelle et la vie personnelle. Le deuxième article, au travers d’une approche quantitative longitudinale centrée sur la personne, a apporté des connaissances nouvelles quant à la nature de combinaisons de contraintes et ressources professionnelles perçues en télétravail, leur stabilité temporelle, leurs prédicteurs managériaux, et leurs implications motivationnelles, attitudinales et comportementales. Le troisième article, reposant sur une méthode expérimentale, a en partie soutenu l’efficacité d'une intervention conçue pour aider les télétravailleurs à agir proactivement sur leurs contraintes et ressources professionnelles (job crafting). Cet article a aussi montré les bienfaits de cette intervention pour l’ajustement psychologique à l’interface entre la vie professionnelle et la vie personnelle des télétravailleursDespite the expansion of remote work, knowledge regarding its psychological implications remains incomplete and inconsistent. This doctoral project aimed to extend knowledge on this issue. More specifically, it sought to refine the understanding of job demands and resources perceptions in remote work contexts, their nature, their measurement, their psychological implications, and of potential leverage points. These objectives were pursued through three research papers. The first paper relied on a mixed-method approach to enhance the understanding of the nature and measurement (through the validation of a questionnaire, the RJDR-Q) of the job demands and resources perceived by remote workers, and of their implications for psychological health and psychological adjustment at the work-home interface. The second paper relied on a person-centered longitudinal quantitative approach to provide new insights into the nature of combinations of job demands and resources perceived in remote work, their temporal stability, their managerial predictors, and their motivational, attitudinal, and behavioral implications. The third paper, based on an experimental method, partly supported the effectiveness of an intervention designed to help remote workers proactively act on their job demands and resources (job crafting). This article also showed the benefits of this intervention for remote workers’ psychological adjustment at the work-home interface
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Fields, Thomas Brandon. "How Servant Leadership Impacts Interpersonal Conflict Between Employees and Their Supervisors." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5334.
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Managing interpersonal conflict between employees and their supervisors continues to be a challenge for all employees. Researchers have studied how leadership styles relate to conflict management in organizations, but little is known about how servant leadership relates to conflict management in the workplace. Servant leadership is a management style in which one motivates his or her employees by serving them. The purpose of this dissertation was to investigate how 7 servant leadership dimensions exhibited by supervisors correlated with 5 conflict management styles used by employees when employees had a conflict with their supervisor. A web-based survey invitation was shared with social service employees in 1 social service organization, an online participant recruitment service, and several social service-related groups on LinkedIn, and resulted in a sample of 230 participants. Stepwise multiple regression analysis was used to determine if a predictive relationship existed between the servant leadership dimensions, measured by the Servant Leadership Scale, and helpful and unhelpful conflict management styles, measured by the Rahim Organizational Conflict Inventory-II. Servant leadership exhibited by supervisors correlated positively with both helpful and unhelpful conflict management styles used by employees. Findings from this dissertation can facilitate social change by helping supervisors learn how their actions impact their staff members' preferred conflict management styles. Specifically, supervisors can modify their leadership styles to encourage staff members to use the integrating conflict management style when disagreements arise between them and their staff members.
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Borden, Lauren Ann Borden. "BOSSES AND BURNOUT: THE INTERPERSONAL CONSEQUENCES OF LEADER ARROGANCE FOR SUBORDINATES." University of Akron / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=akron1513808616393347.
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Brill, Robert T. "Reciprocal influence of subordinate reactions on the rating behavior, amount of supervision, and attributions of supervisors independent of actual performance." Thesis, Virginia Tech, 1989. http://hdl.handle.net/10919/44703.
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One hundred and twenty six undergraduates were cast into a supervisory role in which they worked with a subordinate (confederate) for two twenty minute work sessions. Subjects were placed into one of nine conditions. Subordinate reaction (positive, negative, or none) and
subsequent performance (increased, decreased, or same) were manipulated by the confederate. Both reaction conditions were predicted to influence a leniency bias in the
supervisor's rating behavior, and either increase (negative reaction), or decrease (positive reaction) amount of supervision. Also, supervisors exposed to the positive reaction were hypothesized to provide more self attributions, while supervisors in the negative reaction
group should tend toward greater self-serving attributions. In addition, supervisor response to interpersonal attraction, conflict avoidance, and uncertainty scales were obtained. Both ratings and amount of supervision measures failed to yield significant results. Partial support was found for the attribution hypothesis, and differences on the interpersonal attraction scales were obtained for the experimental reaction conditions. Implications of the results and suggestions for possible research are discussed.Master of Science
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Hsieh, Yao-Chun, and 謝曜駿. "Antecedents and Organizational Citizenship Behaviors Consequences of Interpersonal Trust between Supervisors and Subordinates." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/60293946346759618034.
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碩士崑山科技大學
企業管理研究所
98
Managerial effectiveness can be built up not only through institutional regulations or rules but also interpersonal trust in a group. Interpersonal trust in business can encourage employees to make more efforts on their work and to develop self-consciousness which is beneficial to the organization. This study, focusing on vertical interpersonal trust between supervisor-subordinate (e.g., trust in subordinate, trust in supervisor), explores the influence of subordinates’ trait (including perceived loyalty to supervisor, competence, subordinate-supervisor guanxi) on trusting in subordinate by supervisors, and the effect of supervisors’ paternalistic leadership behavior (including authoritarianism, benevolence and moral leadership) on trusting in supervisor by subordinates. The study also examines the individual and interaction effects of the trust in supervisor and subordinate on the organization citizenship behaviors. One hundred and ten students of adult education (night school and extended school from Kun Shan University) and their supervisors were sampled as subjects. The result of factor analysis shows that benevolence leadership and moral leadership are combined as one dimension--Ren-De leadership. Path analysis and moderated regression analysis shows that perceived loyalty to supervisors, subordinates’ competence, and subordinate-supervisor guanxi all has a positive impact on trust in subordinate, and only Ren-De leadership has a positive impact on trust in supervisor. Besides, subordinate-supervisor guanxi also has a positive impact on trust in supervisor. The study also indicates a significant positive effect of trust from supervisors on subordinates’ organization citizenship behaviors, and significant interaction effect between the trust in supervisor and subordinate on subordinates’ organization citizenship behaviors. Furthermore, subordinate loyalty to supervisor (conscientiousness) has a positive impact on subordinate’s organizational citizenship behavior as well. Finally, suggestions for management and recommendations for future research are presented.
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Shi, Chao-Lin, and 施喬琳. "The Effects of Interpersonal Trust on Salespersons’ Behavioral Performance-- the Roles of Salespersons’ Goal Orientations and Supervisor’s Paternalistic Leadership Styles." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/akwa48.
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碩士崑山科技大學
企業管理研究所
97
In most business enterprises, the salespersons play the role of communicator and boundary-spanner between company and consumers. They present a company to sale products and a customer to interact with each department of a company, and interact frequently with the supervisors, colleagues and clients. Moreover, the marketing strategies still need the sales department and the salesperson to enforce it. Understanding the way sales managers made to motivate salespeople, and consequently increase their outcome performance has long been a topic of research interest to marketing academicians and practitioners. This study, focusing on supervisors’ paternalistic leadership behaviour (including authoritarianism, benevolence and moral leadership) and salespeople’s goal orientation (e.g., learning, proving and avoiding goal orientation), explores the influence of supervisor’s leadership behavior and salespeople’s goal orientation on and subordinate’s trust in supervisor, and felt trust from supervisor, and the effect of interpersonal trust on salespersons’ in-role (such as adaptive selling, working hard) and extra-role behaviors--organizational citizenship behavior. Two hundred and seventy-one salespeople from life insurance industry in Tainan were sampled as subjects. Factor analysis shows that helping behavior, civic virtue and sportsmanship combined as one dimension－organizational citizenship behavior. Multiple regression analysis shows that (1) benevolence and moral leadership have positive impact on interpersonal trust; (2) salepeople’s learning orientation has directly positive impact on organizational citizenship behavior and working hard; proving and avoiding orientations have positive impact on subordinates felt trust from supervisor, (3) salespeople’s interpersonal trust and mutual trust all have positive impact on adaptive selling, working hard and organizational citizenship behavior, (4) incremental path shows that authoritarianism leadership has directly positive impact on salespeople’s adaptive selling and working hard. Finally, suggestions for management and recommendations for future research are presented.
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JIANG, RUI-MIN, and 江瑞敏. "The Effect of the Altruistic Behavior and Psychological Capital of Supervisors in Long-Term Care Institutions on Residents’ Care for Others and Well-Being: the Mediating Effect of Organizational Citizenship Behavior and Interpersonal Intimacy of Employee." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/c45hbs.
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碩士中臺科技大學
醫療暨健康產業管理系碩士班
106
Background: Nonprogrammed aging theory restricts aging to pathological consequences. The problems associated with aging are generally considered to be dependence and the placing of a burden on the aged individual, and other perspectives are neglected. Studies concerning residents in long-term care facilities （LTCFs） have often regarded residents as care receivers and have rarely explored whether they can also be care suppliers. There has also been a lack of discussion regarding the mutual influences of individual perception, behavior, and environment. Therefore, this study explored the relationships between residents, employees, and supervisors of LTCFs from the perspective of residents as carers. Methods: The research subjects were residents, employees, and supervisors in LTCFs, nursing homes, and day care services for elderly people; in Taichung City particularly, but also in other counties and cities. This study paired supervisors, employees, and residents in a ratio of 1:3:5; a questionnaire was considered invalid if such a paired subject was missing. Supervisors who refused to answer or had insufficient time to complete the questionnaire were replaced by their functionary substitutes. Employees who worked during the day shift and Taiwanese workers who were willing to participate were preferred. Residents had to be conscious and able to express their opinions. Results: The altruistic behavior and psychological capital of supervisors had a positive impact on the employees’ organizational citizenship behavior but only a partial effect on employees’ interpersonal intimacy. Conclusion: Relationships, by definition, do not concern only one person. According to the principle of reciprocity,leader–member exchange （LMX） exists between supervisors and employees. Supervisors assist employees to obtain satisfaction from their job, which, in turn, encourages employees to give feedback and exhibit citizenship behavior that benefits their organization. Supervisors, however, cannot equally share their resources and offer full assistance to all their employees. Employees who maintain an intimate relationship with their supervisor will have higher quality of LMX.
Books on the topic "Supervisors' interpersonal behaviors"
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Xin, Katherine R. A Process model of the supervisor-subordinate relationship: Influence of relational demography, interpersonal behavior, and performance. Ann Arbor, MI: UMI Dissertation Services, 2003.
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Akinyele, Akinyinka O. The dominant factors for creating trusting relationships between supervisors and subordinates in a quasi-government agency. [s.l.]: Benedictine University, 1999.
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Ellison, Nicole B. Telework and Social Change. Greenwood Publishing Group, Inc, 2004. http://dx.doi.org/10.5040/9798216024132.
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As technology comes to permeate every aspect of work, it liberates organizations and their employees from the physical boundaries of the workplace, and yet amplifies many of the interpersonal and cultural challenges inherent to corporate life. Drawing from an in-depth study of two dynamic organizations, along with extensive research on technology and organizational behavior, Nicole Ellison explores the subtle and powerful ways that distance working influences management effectiveness, worker productivity, and such intangible elements as social cohesion and trust. Featuring interviews with executives, managers, and employees, Telework and Social Change illuminates the ways in which access to always-on information and communications technologies-which allow people to work from virtually anywhere-influence their work styles, interactions with colleagues and supervisors, and the ways in which they define the boundaries between work and home. Offering insights for future research and practice, Telework and Social Change provides a multi-dimensional perspective on the evolving relationships among technology, geography, and the structural and cultural aspects of work in the digital age.
Book chapters on the topic "Supervisors' interpersonal behaviors"
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Noranee, Shereen, Noormala Amir Ishak, Raja Munirah Raja Mustapha, and Mohamad Shahril Mohamad Besir. "Employee Prosocial Motivation and Interpersonal Citizenship Behavior: The Supervisor Rating of Leader-Member Exchange Quality as a Mediator." In Proceedings of the 1st AAGBS International Conference on Business Management 2014 (AiCoBM 2014), 221–33. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-287-426-9_20.
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Bennett, Peggy D. "Positional and personal power." In Teaching with Vitality. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190673987.003.0094.
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Positional power surrounds us. Parents, supervisors, elected officials, siblings, reporters . . . they all have power to make choices for us, and sometimes about us. Yet it is our personal power that provides our quality of life. Personal power is knowing our strength and using it to balance and rebalance our thoughts and behaviors. We know we will fail. We know we will become entangled in difficult situations. We know we will lose sight of our best selves at times. Yet our power is sustained by the belief that we will regain our footing. We will overcome our challenges. We will persevere and regain our ultimate vibrancy. Those with personal power display their confidence and competence, but not at another’s expense. They know their strength and use it to continually strive for interpersonal satisfaction, connection, and meaning. What makes our personal power strong? It is the influence generated and exuded. This version of personal power is not necessarily influence over others; rather, it inspires others in ways that make them want to be better, do better. Think of the people you have met, perhaps even strangers who appear powerful. They seem comfortable in their own skin, awake to all that is around them. Our personal power is “our spiritual fingerprint”. It is magnificent in its subtlety and stability. When we acknowledge and use our personal power to its best intention, we see and feel its influence on us. Positional power ranks us according to our positions in the social, familial, administrative, or business- related milieu of our lives. The influence of positional power can vary greatly, and the extent to which people submit to positional power varies greatly. We forfeit an important part of ourselves when we sublimate personal power in favor of our own or another’s positional power. Have you noticed that some of the most influential teachers in schools may be those who are powerfully quiet and unassuming? Have you noticed that students can sometimes sense the power of a classmate who otherwise is not an obvious leader?
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Imran, Muhammad, and Iqra Akhtar. "Impact of Supervisor Feedback, Customer-Employee Exchange, and Creative Personal Identity on Innovative Behavior." In Handbook of Research on Developing Circular, Digital, and Green Economies in Asia, 140–63. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8678-5.ch008.
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Employee innovative behaviour is crucial for any firm success in terms of generation, promotion, and realization of new ideas, which can increase the organisational performance to organizational positive performance. The main purpose of this study is to examine the relationship between supervisor feedback, customer employee exchange, creative personal identity, and innovative behaviour with the mediating role of interpersonal trust. The three hundred and seventy (370) responses have been collected from employees of Punjab emergency service (Rescue 1122) through questionnaires. The partial least square structural equation modeling (PLS-SEM) has been employed to draw the results. The final results have shown a positive and significant relationship between supervisor feedback, customer employee exchange, creative personal identity and innovative behaviour of employees, while interpersonal trust was found to play an intermediary role between customer employee exchange, creative personal identity, and innovative behaviour.
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Rickards, Tony. "Improving the Effectiveness of Research Supervision in STEM Education." In Advances in Educational Technologies and Instructional Design, 343–56. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9924-3.ch021.
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Higher degree STEM research students working at a distance often report that they feel more isolated than students who have face-to-face contact with their supervisors (Macauley, 2002). Though face-to-face often implies “on campus” contact, face-to-face can now also be via videoconference software and cloud based solutions. It is the purpose of this chapter to provide an auto ethnographic example of some ways to enhance student supervision at a distance using these education technologies. The author has utilised technology to enhance teacher-student interpersonal behaviour (Fisher & Rickards, 1998), social presence (Stacey & Fountain, 2001) and learning outcomes in STEM Education since 1999. Reductions in the time research students take to complete research proposals and a greater sense of personalised supervision have been positive outcomes from using these learning environment enhancements. This chapter presents a journal like case study perspective to show academics and teachers everywhere how utilizing freely available online software might improve the effectiveness of the supervisory experience for all.
Conference papers on the topic "Supervisors' interpersonal behaviors"
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Altawal, Ali, Mohammed Arakzeh, and Rami El-Ashi. "Promoting a Culture of Behavior-Based Safety (BBS)." In Middle East Oil, Gas and Geosciences Show. SPE, 2023. http://dx.doi.org/10.2118/213250-ms.
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Abstract To increase the frequency of safe behavior and decrease the occurrence of at-risk behavior, behavior- based safety (BBS) focuses on identifying and providing interpersonal feedback for the critical behaviors that may cause or prevent injury. It also examines the factors that contribute to critical safety-related behaviors. Line-level employees have typically participated in BBS with assistance from the leadership. The identification, analysis, and improvement of essential safety-related behaviors among staff members at all organizational levels, from wage workers to supervisors and executives, constitutes a more comprehensive understanding of BBS. Moreover, unsafe acts and different types of factors that affect personality and could impact an employee's behavior and colleagues can influence an individual's personality, attitudes, and values. The scope of this study is limited to the personality construct of extroversion. Extroverts have been shown to exhibit more positive attitudes toward safety, which may contribute to their increased risk-taking behavior. This study aims to analyze the relationship between extroversion, safety behaviors, and leadership levels as moderators of the relationship between context, performance, and safety behaviors among line employees.
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Yang, Yue, and Qiang Zhang. "Research on the Impact of Supervisors’ and Colleagues’ Creative Support on Employees’ Innovative Behaviors Under the Interpersonal Trust Moderating Model." In 6th International Conference on Education Reform and Modern Management (ERMM 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210513.072.
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Trif, Letitia. "THEORETICAL AND PRACTICAL PERSPECTIVES ON PERSONALIZED INSTRUCTIONAL SYSTEMS." In eLSE 2014. Editura Universitatii Nationale de Aparare "Carol I", 2014. http://dx.doi.org/10.12753/2066-026x-14-203.
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The concept of education in behavioral orientation is to develop those learning environments that should lead to the desired behavior from students, for which they will be rewarded and therefore motivated to continue to learn. Meanwhile, the school environment must be well organized, the class space should represent the world of their problems, the curriculum should be based on behavioral objectives and obtaining knowledge should be based on the use of scientific methods. The teacher becomes the manager of the intellectual and social learning of the students. (Reed and Bergemann, 1992). . Although mentioned in the behavioral paradigm , the personalized system of instruction is consistent with the principles of constructivism, being a student-centered. It was initially designed as a training method to improve student performance, replacing the traditional " punishment " in education with the use of positive consequences of learning to promote content mastery and increased interpersonal communication ( Grant and Spencer , 2003; Fox , 2004). In many respects , this personalized training system based on the learner's pace and focused on deepening content was consistent with well-established educational practices due to changes imposed on them . The teacher is no longer the main actor but he/she is transformed into a manager of learning, planning and organization become more important and the academic progress is determined by student performance and not by the result of a specific calendar ( Fox, 2004). The learning material ought to be fragmented into units or modules, each of which having a set of specific behavioral objectives taught in that unit. The five features of the system are represented by (Driscoll, 1994; Grant and Spencer, 2003) emphasizing individual study, knowledge / mastery of the unit requirements, keeping pace individually, using supervisors / tutors to supplement training techniques. Interest in models such as the personalized training system continues to increase in distance education which provides teaching and learning platforms that require such alternatives, and the development of educational technology is another factor that facilitates the implementation of those systems.