Summary
In this study, we draw from the conservation of resources theory and the narcissism literature to examine why and when narcissistic leaders develop and maintain differentiated social ...relationships with followers in a group setting, therefore demotivating follower voice. Using data from 457 employees and their 95 supervisors working at a large Chinese consulting company, we tested and found support for our hypotheses that leader narcissism had a negative direct effect on employee voice, as well as a negative indirect effect on voice via group‐level leader–member exchange (LMX) differentiation. Our findings further showed that leaders' upward exchange, leader–leader exchange (LLX), with their own supervisor moderated the negative indirect effect of narcissism on voice such that this negative indirect effect was stronger in the presence of low leader LLX but turned nonsignificant in the presence of high leader LLX. Theoretical and practical implications of our research are discussed. Limitations and directions for future research are also offered.
HLA‐B leader genotypes in a clinical population Balgansuren, Gansuvd; Sprague, Maggie; Peterson, Paula ...
HLA : immune response genetics,
July 2023, 2023-07-00, Volume:
102, Issue:
1
Journal Article
Peer reviewed
The −21 dimorphism in the leader sequences of HLA‐B exon 1 is associated with risk of graft‐versus‐host disease (GVHD), relapse and overall survival after unrelated donor hematopoietic cell ...transplantation (HCT), haploidentical HCT and cord blood transplantation. Consideration of the leader dimorphism in the prospective selection of allogeneic donors for HCT may help to lower risks for patients, but requires understanding of the frequencies of the leader in patients and candidate transplant donors. We defined the frequencies of the HLA‐B leader, and its association to HLA‐B Bw4/Bw6 and C1/C2 KIR epitopes. Sequence variants of rs1050458 of exon 1 position −21 for 11,126 haplotypes were analyzed from high resolution HLA typing of over 5500 study subjects. HLA typing was performed by TruSight/AlloSeq NGS and analyzed using TruSight/AlloSeq Assign software. HLA‐B Bw4/Bw6 and C1/C2 KIR epitopes were defined based on established sequence alignments and nomenclature. Alleles at rs1050458 of HLA‐B exon 1 were validated as dimorphic: rs1050458‐C or ‐T variants encoding threonine (T) or methionine (M) at anchor position 2 (P2) of nonameric HLA‐B leader peptides, respectfully. No additional variants were observed. Among study subjects, 70% of HLA‐B haplotypes encoded T‐leader and 30% encoded M‐leader sequences. The genotype frequencies of TT, MT, and MM were consistent among patient, related, and unrelated donor groups. The associations of M/T leader, Bw4/Bw6, and C1/C2 enhanced understanding of the Class I features involved in the innate immune response. A population of patients and transplant donors confirms the rs1050458 leader dimorphism and its association with HLA‐B Bw4/Bw6 and C1/C2 KIR features.
Women and Leadership Gipson, Asha N.; Pfaff, Danielle L.; Mendelsohn, David B. ...
The Journal of applied behavioral science,
03/2017, Volume:
53, Issue:
1
Journal Article
Peer reviewed
Despite the proliferation of leadership research in the past 75 years, investigating the ways in which women and men leaders enact and experience leadership continues to surface unanswered questions. ...Through the framework of selection, development, leadership style, and performance, we report gender-related findings from a broad survey of existing literature from the past three decades. Findings include differential rates of selection for women and men leaders; leader development considerations that vary by gender; evidence in favor of general similarities in leadership style (with noted exceptions) between women and men leaders; and similar performance outcomes between women and men leaders. The importance of context, be it job type, group composition, organizational culture, or industry/sector, was also revealed. Implications for practitioners and academics alike are offered throughout this report.
The extant literature has revealed that leader narcissism has paradoxical impacts on follower outcomes. In this research, we argue that its paradoxical effects can be disentangled by the presence of ...two distinct types of leader narcissism—narcissistic admiration and narcissistic rivalry—which can shape leaders’ initial relationship‐building with new followers (i.e., newcomers) differently. Integrating a dual‐type view of narcissism with leader–member exchange (LMX) theory and conducting a multi‐wave, multi‐source field study with 151 leader‐newcomer dyads, we found that leader narcissistic admiration is negatively related to leader perceived threat of a newcomer whereas leader narcissistic rivalry is positively related to it. Leader perceived threat of a newcomer, in turn, reduces the newcomer's LMX perceptions and ultimately hinders the newcomer's job satisfaction and task performance. Moreover, leader perceived similarity with a newcomer was found to strengthen the negative (positive) effect of leader narcissistic admiration (rivalry) on leader perceived threat of a newcomer. We did not find support for the moderation effect of newcomer acceptance seeking from the leader. This research sheds light on the value of adopting a content‐specific and multidimensional approach in studying leader narcissism.
Abusive supervision is a dysfunctional leadership behavior that adversely affects its targets and the organization as a whole. Drawing on conservation of resources (COR) theory, the present research ...expands our knowledge on its destructive impact. Specifically, we propose a moderated mediation model wherein abusive supervision predicts subordinate's silence behavior through emotional exhaustion, with leader–member exchange (LMX) acting as the contextual condition. Two-wave data collected from 152 employees in the service industry in Macau supported our hypothesized model. We found that abused subordinates resort to remain silent in the workplace due to their feelings of emotional exhaustion. Further, the presence of high LMX makes the adverse impact of abusive supervision even worse. Theoretical and practical implications are discussed. We also offer several promising directions for future research.
Summary
Integrating two social cognition‐based theories: social cognitive theory and implicit leadership theory, we propose that leader prototypicality perceptions are important boundary conditions ...for the effects of leader–leader exchange (LLX) on team performance through the mediating roles of team leaders' and team members' efficacy beliefs. Using time‐lagged, three‐source data from 231 retail store teams, we found that perceived superior prototypicality enhanced the relationship between LLX and team leader self‐efficacy and that perceived team leader prototypicality strengthened the relationship between LLX and team collective efficacy. Moreover, LLX was indirectly and positively related to team performance through the mediating role of team collective efficacy only when team members' perceptions of team leader group prototypicality were high. Our findings provide a deeper understanding of the role of LLX on team‐ and leader‐level outcomes and they further illuminate the key team processes that bridge the links and important contingencies for the team effects of LLX.
Despite research suggesting that emotional interactions pervade daily resource exchanges between leaders and members, the leader–member exchange (LMX) literature has predominantly focused on the ...interplay between general affective experiences and the overall relationship quality. Drawing upon the affect theory of social exchange, we examine why and how discrete exchange imbalance engenders distinct emotions and shapes downstream work behaviors of the members. Results from a preregistered experimental study with 247 participants and an experience sampling study with time‐lagged reports from 79 leaders and 145 members show that a positively imbalanced exchange increases members’ subsequent leader‐directed helping via gratitude (but not via shame) and that a negatively imbalanced exchange increases members’ subsequent risk‐taking via pride (but not via anger). Moreover, the intensity of such effects hinges upon the average level of resource contributions of leader–member dyads. Our research casts light on the role of transient emotions in dynamic resource exchanges between leaders and members and enriches our knowledge of within‐dyad fluctuations of social exchanges.
Building on the conservation of resources theory, we posit that leader-member exchange (LMX) serves as a valued resource to reduce followers' job burnout. Informed by the theoretical arguments of ...reference group theory and norm of equality, we further propose two sets of competing hypotheses to test whether LMX differentiation within teams enhances or dampens the effect of LMX on relieving job burnout. Using a sample of 288 travel agents in Hong Kong, we find a negative relationship between LMX and emotional exhaustion. In support of the prediction of norm of equality, the results show that the negative relationships between LMX and emotional exhaustion and between LMX and diminished sense of personal accomplishment were stronger when LMX differentiation was low. Implications for theory and managerial practice and future research directions are discussed.
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