Leader Machiavellianism and follower silence (original) (raw)
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Human Systems Management, 2020
BACKGROUND: It is important for decision-makers such as leaders to be aware of employee silence behaviour within organizations. Failure to see this phenomenon tends to reduce the quality of information regarding potential issues in the organizations. OBJECTIVE: This study investigated the effect of trust in leaders on employee silence behaviour and the mediating role of organizational commitment within this relationship. METHODS: Data were collected from academicians working at private higher education institutions within an Indonesia city. Relying on the social exchange theory, the current study tested the hypotheses through the analysis of partial least square –structural equation modeling (PLS–SEM). RESULTS: Findings confirmed that trust in leaders positively affects organizational commitment and negatively affects employee silence behaviour. Furthermore, results suggested that organizational commitment fully mediates the link between trust in leaders and employee silence behavio...
Journal of Business Research-Turk, 2018
The purpose of this study is to determine the effect of transformational and conditional-rewarding leadership on the organizational silence perceptions of workers and the moderating role of satisfaction in this relation. Validity of the scales was proved with Confirmatory Factor Analysis (CFA) performed with Structural Equation Modelling (SEM). Relations between the variables mentioned were tested with hierarchic regression analyses and their moderating effects were researched according to data obtained. In the study, private hospitals active in the health sector in Isparta province were taken into consideration. Data was obtained from questionnaires filled out by 396 hospital employees and relations between the variables were analyzed based on the collected data. At the end of the study, it was determined that transformational and conditional-rewarding leadership has a diminishing role on the organizational silence perceptions of workers and that job satisfiction plays a moderating role in the relation between transformational and conditional-rewarding leadership and pro-social silence which one of the organizational silence dimensions.
Sustainability
The literature has shown that a positive relationship between transactional leadership and job satisfaction in private and public organizations exist. This relationship is critical for sustained organizational performance; however, this relationship can be challenged by the existence of employee silence in the organizational setting. Based on self-determination theory, this study measured the impact of transactional leadership on job satisfaction as well as the part of employee silence in the leadership–satisfaction relationship in a public organizational setting. The study sample consisted of employees working at the Ministry of Justice in Jordon, and 450 questionnaires were applied with 357 useable questionnaires being returned. The data were tested through confirmatory factor analysis, correlation and regression analyses, and structural equation modeling. The results showed a strong positive relationship between transactional leadership and job satisfaction, though employee silen...
Leader’s integrity and employee silence in healthcare organizations
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Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between a leader’s behavioral integrity and employee acquiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of employee political skill, in the relationship between behavioral integrity and employee acquiescent silence, is also considered. Design/methodology/approach The data of this study encompass 913 front-line nurses from 13 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, w...
Research in Educational Administration & Leadership
Article Info This study aims to investigate the relationship between the narcissism of leader and the defensive silence of employee. Specifically, it introduces interactional justice as mediator by taking a relational approach. It also considers the moderating role of leader-follower congruence in the relationship between leader narcissism and defensive silence. The sample included 1,023 randomly selected faculty members and department chairs from 15 universities in Turkey. Hierarchical multiple regression analysis tested the proposed model. The findings supported the positive relationship between leader narcissism and employee's defensive silence as well as interactional justice's mediating role. Moreover, when the level of congruence of leader-follower value is high, the relationship between leader narcissism and defensive silence is also strong, whereas the relationship is weak when the level of congruence of leader-follower value is low. This study contributes to employee silence literature by revealing the relationship between leader narcissism and employee silence. In addition, this study provides practical assistance to higher education employees along with their leaders interested in building
Organizational silence is a state of affairs in which employees refrain from voicing problematic issues at work. It often results from the dilemma between considering the short term interests of the leader, who might perceive voicing problems as disloyal and the long term interests of the organization, which might suffer severe costs from silence. In this paper we propose a theoretical model that bridges authentic leadership and organizational identification to test their joint effect on organizational silence responses (exit, loyalty and neglect). Based on prior work, we hypothesized that authentic leadership is positively related to employees’ loyalty (a passive yet constructive response). However, in dilemmatic situations this effect should be buffered by a high organizational identification (as a result of conflicting loyalties). Similarly, in such situations, we predicted that the influence of authentic leadership on employees’ destructive responses may be counter-productive if not matched with a high organizational identification. We tested our proposed model with an online vignette study that involved 458 employees from German-speaking countries from diverse work sectors. We used a realistic scenario comprising a dilemmatic situation, in which a decision between voice and silence had to be made. Our results either support or partially our hypotheses. Implications for management and future research directions are discussed.
INTERNATIONAL JOURNAL OF ORGANIZATIONAL LEADERSHIP
Leaders play a major role in determining effectiveness across all organizational levels compromising (individual, team and units through their ability of ensuring trust among their subordinates and co-workers). In this study, the effect of trust in leader on employees' organizational silence behavior and ethical climate as a mediating role was investigated. In order to measure the impact of the perceptions of employees' trust in their leaders on their silence behavior particularly on defensive, acquiescent, and pro-social silence, a survey was conducted among 811 employees working in various insurance companies in Istanbul, Turkey. To test the hypotheses, hierarchical regression technique was used. According to the findings, trust in leader negatively affected silence intentions of employees. Furthermore, the findings presented a supporting evidence of the full mediating effect of ethical climate for the relation between trust in leader and overall organizational silence, and acquiescent and pro-social silence behavior. However, findings revealed that ethical climate had a partial mediating effect on the relation between trust in leader and defensive silence behavior of employees.
Communication Skills and Attributes of Machiavellian Manifestations in Employees
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The paper deals with research where communication skills and Machiavellianism of employees in the workplace in terms of selected socio-demographic data were determined. The research was carried out by a questionnaire focused on the analysis of communication skills of employees and the detection of Machiavellianism in employees within a selected sample of respondents.
Liberal Arts and Social Sciences International Journal (LASSIJ), 2021
This study explores the effect of psychopathic leadership on employee behavioural silence and how the employee behavioural silence leads to work-family conflict thus, effecting the organizational citizenship behaviour. Considering the insights offered by behavioural plasticity theory, we have investigated whether the organization based self-esteem moderates the effect of psychopathic leadership on employee behavioural silence. Data is collected using a structured questionnaire at three different time lags with a gap of one month. The sample consists of 400 employees of government department in Pakistan, mainly Police department. At Time1 387 data received were useable and at Time2 only 350 responses were useable. The final sample obtained at Time3 was 228 to pursue this research study. The results obtained after data analysis using SPSS indicates that the links hypothesized are significant except the moderation hypothesis. The findings of this research suggests that due to psychopat...
Leaders’ Emotion Regulation and the Influence of Respect and Entitlement on Employee Silence
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Although numerous researchers have examined leaders’ behavior in promoting employee voice, so far, there have been limited empirical studies in interpersonal emotion regulation (IER) and employee silence literature. This study aims to investigate how leaders’ IER can break the barrier of employee silence through examining the mediating roles of perceived mutual recognition respect and psychological entitlement. To enhance sustainable organization practices, this may be the first study that identifies leaders’ IER strategies as an effective communication tool for diminishing employee silence. By collecting data from 315 management employees in Pakistan, the hypothesized relationships were tested using path analysis and bootstrapping technique with AMOS. Our findings support the mediating role of mutual recognition respect and psychological entitlement in leaders’ IER and employee silence relationship. More specifically, while mutual recognition respect mediates the relationship betwe...