Journal Articles

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

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Author: search.filters.author.Lee MCCSubject: search.filters.subject.1701 Psychology

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    Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.
    (The Institute of Psychology, Chinese Academy of Sciences and John Wiley & Sons Australia Lt, 2020-10) Lee MCC; Ding AYL
    With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.
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    The Relationship Between Market Culture, Clan Culture, Benevolent Leadership, Work Engagement, and Job Performance: Leader's Dark Triad as a Moderator.
    (SAGE Publications, 2022-08-18) Lee MCC; Ding AYL
    Benevolent leadership is one of the leadership styles which provides a positive influence on employees. However, the current leadership literature has yet to investigate how benevolent leadership leads to job performance, the processes involved, the relationship between organizational culture and benevolent leadership, and the role of dark side of leaders in affecting this relationship. Using the leader-culture fit framework within an Eastern context, the current study first investigates the relationship between benevolent leadership and job performance through work engagement. The study then compares two contrasting organizational culture (i.e., market culture and clan culture) on benevolent leadership. Finally, the study investigates how leaders' dark triad affects the relationship between organizational culture and benevolent leadership. 374 full-time white-collar employees (Males = 54.01%; Mean age: 32.7 years) from various private organizations within the service industry participated in this study. The results showed that work engagement mediated benevolent leadership and job performance. Market culture showed a negative relationship with benevolent leadership while clan culture showed a positive relationship with benevolent leadership. Benevolent leadership mediated clan culture (but not market culture) and work engagement. Under a high market culture with a high dark triad leader, benevolent leadership is at its lowest level. Under a high clan culture with a low dark triad leader, benevolent leadership is at its highest level. The findings suggest the importance of benevolent leadership within a clan culture (rather than market culture), in aligning with the leader-culture fit framework in increasing employees' work engagement and job performance.
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    Psychosocial safety climate versus team climate: The distinctiveness between the two organizational climate constructs
    (1/01/2017) Lee MCC; Idris MA
    Purpose: The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach: A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings: Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications: This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value: The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.