Mahfooz A. Ansari

Leader‐member exchange and attitudinal outcomes: role of procedural justice climate

Purpose – 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.Design/methodology/approach – 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 clim...

Influencing knowledge workers: the power of top management

Purpose – 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.Design/methodology/approach – 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.Findings – 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.Research limitations/implications – Besides leaders potential to influence, there may be other factors that could influence the extent of...

Leader‐member exchange‐subordinate outcomes relationship: role of voice and justice

Purpose – 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.Design/methodology/approach – 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 ...

Leader‐member exchange and subordinate outcomes: test of a mediation model

Purpose – 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.Design/methodology/approach – 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).Findings – A confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables. Results provide support to all the hypotheses.Research limitations/implications – 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.Practical implications – The findings have implic...

Managing Dyadic Interactions in Organizational Leadership

The importance of leadership in any organization is a widely accepted and much studied phenomenon. However, the authors of this book maintain that most research on leadership has focused only on the leader and ignored the subordinates, treating them as a homogeneous entity and passive recipients of leadership efforts. The book begins with a comprehensive introduction which sets out the conceptual foundations of the dyadic approach and delineates a model. In the next chapter the methodology employed in both the first study and the corroborative study is outlined. The empirical data collected from these studies, which were conducted at different times is used to develop a two-dimensional scale for measuring the quality of interaction. The next three chapters present the results of the research and their implications while the analysis in the concluding chapter lays stress on the Indian social milieu and the Indian value system.

Knowledge management practices and performance: are they truly linked?

Knowledge management (KM) has often been claimed to be an essential ingredient in building competitive advantage. Yet, KM adoption is relatively slow, especially in the Malaysian context. Most organizations are unsure if the promised performance improvement is just a passing fad. This study intends to provide empirical verifications to support the link between KM practices and performance outcomes for organizations. Responses from 180 knowledge-based organizations were analysed. The analysis indicated that knowledge acquisition and knowledge utilization positively influenced strategic and operational improvement in organizations, whereas the positive effect of knowledge dissemination was only evident in the case of strategic improvement. Organization size had some interesting moderating impact on the tested relationships.

THE LOVE OF MONEY IS THE ROOT OF ALL EVIL: PAY SATISFACTION AND CPI AS MODERATORS

By incorporating pay satisfaction at Level 1 and Corruption Perceptions Index (CPI) at Level 2, we investigated the relationship between the love of money and self-reported corrupt intent among 6,382 managers in 31 geopolitical entities across six continents. Our significant cross-level three-way interaction effect showed that for managers with high pay satisfaction, the intensity (slope) of the love of money to corrupt intent relationship was almost identical in high or low CPI entities but the former had the lowest magnitude of corrupt intent, whereas the latter had the highest. For those with low pay satisfaction, the slope was the steepest in high CPI entities, but was flat in the low CPI entities and the difference between the two was significant.

Monetary Intelligence and Behavioral Economics Across 32 Cultures: Good Apples Enjoy Good Quality of Life in Good Barrels

Abstract Monetary Intelligence theory asserts that individuals apply their money attitude to frame critical concerns in the context and strategically select certain options to achieve financial goals and ultimate happiness. This study explores the bright side of Monetary Intelligence and behavioral economics, frames money attitude in the context of pay and life satisfaction, and controls money at the macro-level (GDP per capita) and micro-level (Z income). We theorize: Managers with low love of money motive but high stewardship behavior will have high subjective well-being: pay satisfaction and quality of life. Data collected from 6586 managers in 32 cultures across six continents support our theory. Interestingly, GDP per capita is related to life satisfaction, but not to pay satisfaction. Individual income is related to both life and pay satisfaction. Neither GDP nor income is related to Happiness (money makes people happy). Our theoretical model across three GDP groups offers new discoveries: In high GDP (rich) entities, “high income” not only reduces aspirations—“Rich, Motivator, and Power,” but also promotes stewardship behavior—“Budget, Give/Donate, and Contribute” and appreciation of “Achievement.” After controlling income, we demonstrate the bright side of Monetary Intelligence: Low love of money motive but high stewardship behavior define Monetary Intelligence. “Good apples enjoy good quality of life in good barrels.” This notion adds another explanation to managers’ low magnitude of dishonesty in entities with high Corruption Perceptions Index (CPI) (risk aversion for gains of high probability) (Tang et al. 2015. doi:10.1007/s10551-015-2942-4). In low GDP (poor) entities, high income is related to poor Budgeting skills and escalated Happiness. These managers experience equal satisfaction with pay and life. We add a new vocabulary to the conversation of monetary intelligence, income, GDP, happiness, subjective well-being, good and bad apples and barrels, corruption, and behavioral ethics.

Perceived Entrepreneurial Success and Social Power

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.