The role of leaders' ambivalent attitudes on high performing employees' attitudes and performance
Başlık çevirisi mevcut değil.
- Tez No: 611802
- Danışmanlar: PROF. DR. DANIŞMAN YOK
- Tez Türü: Doktora
- Konular: Çalışma Ekonomisi ve Endüstri İlişkileri, İşletme, Labour Economics and Industrial Relations, Business Administration
- Anahtar Kelimeler: Self-evaluation maintenance model (SEM), Leader-Member Exchange Theory, Envy, Pride, High Performing Employees
- Yıl: 2018
- Dil: İngilizce
- Üniversite: Aston University
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 58
Özet
This study aimed to explore the relationship between leaders and top performers. This research based on Self-Evaluation Maintenance Theory (SEM) and contributed to theory in this area and aimed to inform organisational practices in effectively fostering the relationship between leaders and their subordinates. To achieve this purpose, this study used mixed methodology, with both qualitative and quantitative studies were conducted. As the central aspect of this project, the assumption that leaders can experience both positive and negative emotions in relation to high performers is quite novel. It was important to start initially with a qualitative study which allowed to validate the initial assumptions and obtained more information that enabled fine tuning the research model. In the first stage a qualitative study consisting of 80 interviews involving eight managers in 10 different pharmaceutical companies. The qualitative study was completed and allowed validating initial assumptions drawn on previous literature and informed how a research model accounting for the effects of leaders' experience of ambivalent attitudes towards their high performance employees can be best defined. In line with Qualitative Study, it was explored how leaders identify high performing employees in their team, how leaders are influenced by high performing employees and it was examined how leaders feel in relation to high performing employees, how leaders behave in relation to high performing employees which factors influence the extent to which leaders are more or less supportive of high performing employees. Then, the quantitative study examined how high performing employees might enable the emotions of envy and pride of leaders to influence their performance. In the stage of quantitative study consisting of 304 questionnaires were circulated between managers and employees in 8 different multinational pharmaceutical companies. A set of hypotheses was developed which predicted the effect of ambivalent feelings of leaders towards their employees. The findings showed that overlapping skills of leader and employees moderates the relationship between High Performing Employees' (HPE's) performance and leader's envy/pride. Hierarchical distance between leader and employee moderates the relationship between HPE's performance and leader's envy/pride. Leader envy mediates the effect of the interaction of HPE's performance and overlapping skills of employees and managers on turnover intention. The interaction of perceived leader support and employee agreeableness mediates the effect of the interaction of HPE' performance and hierarchical distance on employee job involvement. In sum, the studies conducted provide internal and external validity to the proposed research model.
Özet (Çeviri)
Özet çevirisi mevcut değil.
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