Loading…
Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach
Measures of leader reward and punishment omission and behavioral integrity have demonstrated sound psychometric properties and interesting relationships in recent studies. In this study, the psychometric properties of these new measures are first examined, supporting previous findings. Hypotheses an...
Saved in:
Published in: | The Leadership quarterly 2015-12, Vol.26 (6), p.991-1004 |
---|---|
Main Authors: | , |
Format: | Article |
Language: | English |
Subjects: | |
Citations: | Items that this one cites Items that cite this one |
Online Access: | Get full text |
Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
cited_by | cdi_FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253 |
---|---|
cites | cdi_FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253 |
container_end_page | 1004 |
container_issue | 6 |
container_start_page | 991 |
container_title | The Leadership quarterly |
container_volume | 26 |
creator | Hinkin, Timothy R. Schriesheim, Chester A. |
description | Measures of leader reward and punishment omission and behavioral integrity have demonstrated sound psychometric properties and interesting relationships in recent studies. In this study, the psychometric properties of these new measures are first examined, supporting previous findings. Hypotheses and theoretical models incorporating these constructs, along with contingent reward and punishment, are developed and tested using a social exchange theory framework and a sample of 456 workers in 15 Northeastern U.S. restaurants. It was found that contingent reward, contingent punishment, and reward omission impact perceptions of behavioral integrity. It was also found that trust partially mediates the relationship between behavioral integrity and subordinate perceptions of organizational commitment and satisfaction (but not leader effectiveness). Limitations of the study are discussed and directions for future research are suggested. |
doi_str_mv | 10.1016/j.leaqua.2015.10.006 |
format | article |
fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_1762368782</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><els_id>S1048984315001216</els_id><sourcerecordid>3941799691</sourcerecordid><originalsourceid>FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253</originalsourceid><addsrcrecordid>eNp9kE1LAzEQhhdRUKv_wEPAa7dONrtp1oMg4hcUvOg5TpJZm9JuarIr-u9NqWdPMwzvB_MUxQWHGQcur1azNeHniLMKeJNPMwB5UJxwNRelqKE9zDvUqmxVLY6L05RWAFkp1EnxviB0FFkk33chWtpQP0yZoSV--RBxzXw_0Ef0w8-UYe9YGk2Izvc4EAvjYMOG0jW7ZSlYn9X0bZfYfxDD7TYGtMuz4qjDdaLzvzkp3h7uX--eysXL4_Pd7aK0QjZDKSVWTs6lkZ0QrjOIlamr1oDiqjEO0LSgwAqLkoNsHG-d69AaMhJAVY2YFJf73Fz7OVIa9CqMsc-Vms9lJaSaqyqr6r3KxpBSpE5vo99g_NEc9I6lXuk9S71jubtmltl2s7dR_uDLU9TJeuotOR_JDtoF_3_AL75egDc</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1762368782</pqid></control><display><type>article</type><title>Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach</title><source>Elsevier</source><creator>Hinkin, Timothy R. ; Schriesheim, Chester A.</creator><creatorcontrib>Hinkin, Timothy R. ; Schriesheim, Chester A.</creatorcontrib><description>Measures of leader reward and punishment omission and behavioral integrity have demonstrated sound psychometric properties and interesting relationships in recent studies. In this study, the psychometric properties of these new measures are first examined, supporting previous findings. Hypotheses and theoretical models incorporating these constructs, along with contingent reward and punishment, are developed and tested using a social exchange theory framework and a sample of 456 workers in 15 Northeastern U.S. restaurants. It was found that contingent reward, contingent punishment, and reward omission impact perceptions of behavioral integrity. It was also found that trust partially mediates the relationship between behavioral integrity and subordinate perceptions of organizational commitment and satisfaction (but not leader effectiveness). Limitations of the study are discussed and directions for future research are suggested.</description><identifier>ISSN: 1048-9843</identifier><identifier>EISSN: 1873-3409</identifier><identifier>DOI: 10.1016/j.leaqua.2015.10.006</identifier><language>eng</language><publisher>Oxford: Elsevier Inc</publisher><subject>Behavioral integrity ; Job satisfaction ; Leader reinforcement ; Leadership ; Omission ; Organizational behavior ; Quantitative psychology ; Social exchange theory ; Studies</subject><ispartof>The Leadership quarterly, 2015-12, Vol.26 (6), p.991-1004</ispartof><rights>2015</rights><rights>Copyright Elsevier Science Ltd. Dec 2015</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253</citedby><cites>FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784,27924,27925</link.rule.ids></links><search><creatorcontrib>Hinkin, Timothy R.</creatorcontrib><creatorcontrib>Schriesheim, Chester A.</creatorcontrib><title>Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach</title><title>The Leadership quarterly</title><description>Measures of leader reward and punishment omission and behavioral integrity have demonstrated sound psychometric properties and interesting relationships in recent studies. In this study, the psychometric properties of these new measures are first examined, supporting previous findings. Hypotheses and theoretical models incorporating these constructs, along with contingent reward and punishment, are developed and tested using a social exchange theory framework and a sample of 456 workers in 15 Northeastern U.S. restaurants. It was found that contingent reward, contingent punishment, and reward omission impact perceptions of behavioral integrity. It was also found that trust partially mediates the relationship between behavioral integrity and subordinate perceptions of organizational commitment and satisfaction (but not leader effectiveness). Limitations of the study are discussed and directions for future research are suggested.</description><subject>Behavioral integrity</subject><subject>Job satisfaction</subject><subject>Leader reinforcement</subject><subject>Leadership</subject><subject>Omission</subject><subject>Organizational behavior</subject><subject>Quantitative psychology</subject><subject>Social exchange theory</subject><subject>Studies</subject><issn>1048-9843</issn><issn>1873-3409</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2015</creationdate><recordtype>article</recordtype><recordid>eNp9kE1LAzEQhhdRUKv_wEPAa7dONrtp1oMg4hcUvOg5TpJZm9JuarIr-u9NqWdPMwzvB_MUxQWHGQcur1azNeHniLMKeJNPMwB5UJxwNRelqKE9zDvUqmxVLY6L05RWAFkp1EnxviB0FFkk33chWtpQP0yZoSV--RBxzXw_0Ef0w8-UYe9YGk2Izvc4EAvjYMOG0jW7ZSlYn9X0bZfYfxDD7TYGtMuz4qjDdaLzvzkp3h7uX--eysXL4_Pd7aK0QjZDKSVWTs6lkZ0QrjOIlamr1oDiqjEO0LSgwAqLkoNsHG-d69AaMhJAVY2YFJf73Fz7OVIa9CqMsc-Vms9lJaSaqyqr6r3KxpBSpE5vo99g_NEc9I6lXuk9S71jubtmltl2s7dR_uDLU9TJeuotOR_JDtoF_3_AL75egDc</recordid><startdate>20151201</startdate><enddate>20151201</enddate><creator>Hinkin, Timothy R.</creator><creator>Schriesheim, Chester A.</creator><general>Elsevier Inc</general><general>Elsevier Science Ltd</general><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>20151201</creationdate><title>Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach</title><author>Hinkin, Timothy R. ; Schriesheim, Chester A.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2015</creationdate><topic>Behavioral integrity</topic><topic>Job satisfaction</topic><topic>Leader reinforcement</topic><topic>Leadership</topic><topic>Omission</topic><topic>Organizational behavior</topic><topic>Quantitative psychology</topic><topic>Social exchange theory</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hinkin, Timothy R.</creatorcontrib><creatorcontrib>Schriesheim, Chester A.</creatorcontrib><collection>CrossRef</collection><jtitle>The Leadership quarterly</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hinkin, Timothy R.</au><au>Schriesheim, Chester A.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach</atitle><jtitle>The Leadership quarterly</jtitle><date>2015-12-01</date><risdate>2015</risdate><volume>26</volume><issue>6</issue><spage>991</spage><epage>1004</epage><pages>991-1004</pages><issn>1048-9843</issn><eissn>1873-3409</eissn><abstract>Measures of leader reward and punishment omission and behavioral integrity have demonstrated sound psychometric properties and interesting relationships in recent studies. In this study, the psychometric properties of these new measures are first examined, supporting previous findings. Hypotheses and theoretical models incorporating these constructs, along with contingent reward and punishment, are developed and tested using a social exchange theory framework and a sample of 456 workers in 15 Northeastern U.S. restaurants. It was found that contingent reward, contingent punishment, and reward omission impact perceptions of behavioral integrity. It was also found that trust partially mediates the relationship between behavioral integrity and subordinate perceptions of organizational commitment and satisfaction (but not leader effectiveness). Limitations of the study are discussed and directions for future research are suggested.</abstract><cop>Oxford</cop><pub>Elsevier Inc</pub><doi>10.1016/j.leaqua.2015.10.006</doi><tpages>14</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 1048-9843 |
ispartof | The Leadership quarterly, 2015-12, Vol.26 (6), p.991-1004 |
issn | 1048-9843 1873-3409 |
language | eng |
recordid | cdi_proquest_journals_1762368782 |
source | Elsevier |
subjects | Behavioral integrity Job satisfaction Leader reinforcement Leadership Omission Organizational behavior Quantitative psychology Social exchange theory Studies |
title | Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach |
url | http://sfxeu10.hosted.exlibrisgroup.com/loughborough?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-07T22%3A46%3A05IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Leader%20reinforcement,%20behavioral%20integrity,%20and%20subordinate%20outcomes:%20A%20social%20exchange%20approach&rft.jtitle=The%20Leadership%20quarterly&rft.au=Hinkin,%20Timothy%20R.&rft.date=2015-12-01&rft.volume=26&rft.issue=6&rft.spage=991&rft.epage=1004&rft.pages=991-1004&rft.issn=1048-9843&rft.eissn=1873-3409&rft_id=info:doi/10.1016/j.leaqua.2015.10.006&rft_dat=%3Cproquest_cross%3E3941799691%3C/proquest_cross%3E%3Cgrp_id%3Ecdi_FETCH-LOGICAL-c365t-66a2d676b6f33dfbaa2b429b08185bd0ab9080c3ca61065d19ddfacbeb6008253%3C/grp_id%3E%3Coa%3E%3C/oa%3E%3Curl%3E%3C/url%3E&rft_id=info:oai/&rft_pqid=1762368782&rft_id=info:pmid/&rfr_iscdi=true |