Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Lee MSubject: search.filters.subject.job performance

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    Hierarchical Culture as a Cross-Level Moderator of the Relationship between Transformational Leadership, Performance Feedback, and Employee Job Performance
    (MDPI, 2023-08-03) Lee M
    Positive leadership such as transformational leadership is pertinent to employee positive work outcomes, yet not many studies have looked at how it functions under specific work environment (i.e., organizational culture). The present study investigates the process and extent to which transformational leadership relates to employee job performance through performance feedback under hierarchical culture within the Asian setting. Using a cross-sectional design with multilevel modelling, 60 private organizations were approached where 44 teams totaling to 256 participants were included in this study. Results reveal that performance feedback mediated transformational leadership and job performance. In the context of transformational leadership under hierarchical culture, a low hierarchical culture and a high transformational leadership showed the highest level of performance feedback while a low level hierarchical culture and a low transformational leadership showed the lowest level of performance feedback. A high hierarchical culture and a low transformational leadership showed the highest job performance while a low hierarchical culture and a low transformational leadership showed the lowest job performance. Organizations in Eastern countries may depend on the positive effects of transformational leadership for higher performance feedback among employees which positively relate to employee job performance.
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    Comparing effects of toxic leadership and team social support on job insecurity, role ambiguity, work engagement, and job performance: A multilevel mediational perspective
    (Elsevier, 2023-09-28) Lee M
    While job demands have been known to reduce work engagement and job performance, the literature has not investigated uncertainty-based job demands such as job insecurity and role ambiguity. Acknowledging that leadership and team members are critical for reducing an employee's job demands and increasing an employee's job performance, the current study, drawing on social information processing theory, probes the roles of toxic leadership and team social support in shaping employee job demands (i.e., job insecurity & role ambiguity) and, subsequently, work engagement and job performance. A sample of 265 employees (50.9% males) in 48 teams from various private organizations in Malaysia participated in the study. The results showed that toxic leadership was positively related to job demands and negatively related to job performance, while team social support was negatively related to job demands and positively related to work engagement. Furthermore, work engagement mediated the relationship between job demands and job performance. Role ambiguity only mediated the relationship between toxic leadership and work engagement, while job insecurity only mediated the relationship between team social support and work engagement. The current study highlights the distinctive roles of toxic leadership and team social support in the relationships with employee job demands, work engagement, and job performance.