Marie-Ève Lapalme

The relationship between career plateauing, employee commitment and psychological distress: the role of organizational and supervisor support

This research examines the role played by an employees supervisor and organization in the relationship between structural and content plateauing, affective commitment to the organization, and psychological distress. Our analyses, based on data taken from a sample of 575 hospital employees, reveal that there is a significant relationship between the two forms of plateauing and perceived supervisor support, whereas only hierarchical plateauing is related to perceived organizational support. Our results also highlight the mediating effect of perceived organizational support in the relationship between hierarchical plateauing, perceived supervisor support, and the consequences examined.

Board Chair Authentic Leadership and Nonexecutives’ Motivation and Commitment

Using data from a sample of 606 nonexecutives sitting on boards of a Canadian credit union, this study tests the relationship between chairs’ authentic leadership on boards and nonexecutives’ motivation and commitment. Hypothesis validation indicates that chairs with an authentic leadership style favor motivation and commitment through the emergence of a participative safety climate based on transparency and idea sharing. This relationship is stronger when executives perceive a high-quality relationship between the chair and the CEO. By integrating the literature on leadership with that on corporate boards, our study offers a deeper understanding of how, and under which circumstances, chairs contribute to nonexecutives’ motivation and commitment on the board.

High involvement management practices as leadership enhancers

Purpose - – Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement management practices on the relation between managers’ transformational leadership and employees’ affective organizational commitment. Design/methodology/approach - – Data were collected from employees of a large Canadian financial firm. Questionnaires were sent out and 219 received, representing a response rate of 63.3 percent. The hypotheses were tested using multiple regressions analysis with moderation effects. Findings - – The results show three statistically significant interactions between transformational leadership and high-involvement management practices. More specifically, information sharing and power sharing practices acted as leadership enhancers, while skill development practices served as a leadership substitute. Practical implications - – The results of this research could help immediate supervisors adjust their leadership strategies to their organizations’ HRM practices, and also guide top managers in choosing practices that can support these supervisors. Originality/value - – This study contributes to the literature on leadership by considering how contextual factors may affect the influence of transformational leadership and by integrating HRM practices within the substitutes for leadership framework.

Can “Temps” Secure Future Employment? Investigating the Relationship Between Proactive Behaviors and Employers’ Rehiring Decision:

This study examines how the adoption of proactive socialization behaviors by temporary agency workers is related to contract renewal intention of the supervisor in the client organization in which they are assigned. We propose that the adoption of such behaviors will be associated with a favorable performance evaluation from the supervisor in the client organization, and in turn, to his or her contract renewal intention through two mechanisms, namely, role clarity and leader–member exchange (LMX), which refers to the quality of the relationship between the temporary worker and his or her supervisor. Data were collected from 217 worker–supervisor dyads. Results indicate that information-seeking behavior is related to performance evaluation through role clarity. This indirect relationship is however negative, as greater role clarity relates negatively to performance evaluation. Our results also show that LMX acts as a mediator between feedback seeking, boss-relationship building, and performance. Finally, favorable performance evaluation is positively associated with contract renewal intention.

Les équipes de travail : un moteur de performance organisationnelle

La mise en place d’équipes de travail représente l’un des principaux changements survenus dans les organisations au cours des dernières années 1 . L’émergence d’une économie axée sur le savoir, couplée aux exigences accrues en matière de flexibilité, a eu pour effet qu’un nombre grandissant d’organisations s’est tourné vers cette forme d’organisation du travail. À titre d’exemple, on estime que près des deux tiers des 500 plus grandes entreprises aux États-Unis ont maintenant recours au travail en équipe et que 68 % des petites entreprises nord-américaines utilisent cette forme d’organisation du travail 2 .