Chad A. Hartnell

Servant Leadership, Procedural Justice Climate, Service Climate, Employee Attitudes, and Organizational Citizenship Behavior: A Cross-Level Investigation

This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed.

Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions.

We apply Quinn and Rohrbaughs (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the frameworks nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVFs nomological validity and fail to support aspects of the CVFs proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research.

Understanding transformational leadership–employee performance links: The role of relational identification and self‐efficacy

We examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance. Performance is used here to refer to the individuals ability to be creative, innovative, inspiring, and take on challenging tasks to achieve organizational goals for the greater good. Using a sample of 426 employees and their 75 immediate supervisors from a large automobile dealership, hierarchical linear modelling results revealed that relational identification with the supervisor mediated the relationship between transformational leadership and self-efficacy, which was then positively related to employee performance. Implications for future research, theory, and practice are discussed.

Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions.

This study examines the nature of the interaction between CEO leadership and organizational culture using 2 common metathemes (task and relationship) in leadership and culture research. Two perspectives, similarity and dissimilarity, offer competing predictions about the fit, or interaction, between leadership and culture and its predicted effect on firm performance. Predictions for the similarity perspective draw upon attribution theory and social identity theory of leadership, whereas predictions for the dissimilarity perspective are developed based upon insights from leadership contingency theories and the notion of substitutability. Hierarchical regression results from 114 CEOs and 324 top management team (TMT) members failed to support the similarity hypotheses but revealed broad support for the dissimilarity predictions. Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values (i.e., they both share a task- or relationship-oriented focus). Findings also support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organizations culture. We discuss theoretical and practical implications and delineate directions for future research. (PsycINFO Database Record

Workplace Family Resources and Service Performance: The Mediating Role of Work Engagement

Drawing on the Job Demands-Resources (JD-R) model, this study examined processes through which informal workplace family resources influence service performance. Our findings reveal that family supportive supervisor behavior (FSSB) and perceived organizational family support (POFS) relate to work engagement directly and indirectly through satisfaction with work-family balance which, in turn, relates to service performance through work engagement. Furthermore, we find that employee expertise negatively interacts with work engagement to influence service performance, suggesting that employee expertise compensates for low engagement in predicting service performance.

Leadership and Organizational Culture: Exploring a Multi-Faceted Relationship

Both leaders and culture have an important influence on employees’ experiences within organizations as well as performance. Because leaders are presumed to have an important impact on organizationa...