ORCID Profile
0000-0002-7612-0063
Current Organisations
University of South Australia
,
Aston University
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Publisher: Elsevier BV
Date: 09-2020
Publisher: Academy of Management
Date: 08-2018
Publisher: Elsevier BV
Date: 06-2022
Publisher: Academy of Management
Date: 2015
Publisher: Academy of Management
Date: 08-2021
Publisher: Springer Science and Business Media LLC
Date: 11-10-2019
Publisher: Wiley
Date: 08-07-2023
DOI: 10.1111/APPS.12418
Abstract: Emotional labour is an important but overlooked leadership function. In the present research, we draw from the self‐determination theory perspective and take a leader‐centric approach to examine how different leader emotional labour strategies affect leaders' own creativity. Using data collected from 118 leaders and 352 team members at three time points, we found that leader surface acting harmed leader creativity by reducing fulfillment of leader autonomy, while leader deep acting boosted leader creativity by increasing fulfillment of leader autonomy. Neither did leader surface acting nor deep acting influence leader creativity through competence or relatedness fulfillment. We discuss the theoretical and practical implications of the present research.
Publisher: Wiley
Date: 04-05-2022
DOI: 10.1111/JOOP.12390
Abstract: Drawing on cue consensus theory and status characteristics theory, we argue that the consensus between newcomer voice (challenging vs. supportive) and organizational culture (in idualistic vs. collectivistic) leads to observers' social cognition of warmth or competence. Based on two survey studies and two experiment studies, we found that in idualistic organizational culture strengthens the positive relationship between challenging voice and perceived competence and that voice constructiveness mediates this moderating effect. We also found that collectivistic organizational culture strengthens the positive relationship between supportive voice and perceived warmth, and prosocial motivation mediates this moderating effect. Focusing on consistent cues between voice and organizational culture, our research contributes to the voice literature, answering when and how both newcomer challenging voice and supportive voice can lead to perceived warmth and competence. Our results offer both theoretical implications and practical insights for employees and organizations.
Publisher: Academy of Management
Date: 08-2019
Publisher: Elsevier BV
Date: 04-2014
Publisher: Informa UK Limited
Date: 24-09-2016
Publisher: Wiley
Date: 25-03-2023
Abstract: Humble employees are less inclined to speak up in a challenging and dominant manner. Drawing from the expectancy‐violation theory, we argue that challenging voice expressed by humble employees can be viewed as unexpected and receives high recognition. Specifically, we examine the effects of voicer humility on violation‐expectedness and violation‐valence, and, subsequently, on managerial voice endorsement. Moreover, we hypothesize that manager–subordinate familiarity moderates these relationships. Results from an event‐based recall study with 188 manager–subordinate dyads (Study 1) and a vignette‐based experiment with 434 managers (Study 2) revealed that voicer humility was positively related to managerial voice endorsement via violation‐expectedness and violation‐valence. Furthermore, we found that the positive relationship between voicer humility and violation‐expectedness, as well as the positive relationship between voicer humility and violation‐valence, were stronger when manager–subordinate familiarity was higher. We also discuss the theoretical and practical implications of our findings and directions for future research.
Publisher: Academy of Management
Date: 08-2017
Publisher: Scientific Journal Publishers Ltd
Date: 04-2013
DOI: 10.2224/SBP.2013.41.3.357
Abstract: In previous studies (see e.g., Liden, Sparrowe, & Wayne, 1997 Schyns & Croon, 2006 Volmer, Niessen, Spurk, Linz, & Abele, 2011), leader-member exchange (LMX) has been shown to be related to positive outcomes. However, little attention has been paid to the relationship between LMX and negative organizational behaviors such as unethical behavior. In this study we investigated 249 Chinese managers in 4 different finance companies in China, and found that there is a mediating effect of job satisfaction on the negative relationship between LMX and unethical behavior.
Publisher: Academy of Management
Date: 08-2019
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Xiaoshuang Lin.