Unraveling the effect of differential leadership on employee performance: Evidence from China
This paper examines how differential leadership influences employee performance via perceived organizational support and individual-organizational fit. The psychological contract theory was used to investigate how differential leadership influences the performance of employees. The information was o...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2023-03-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1081073/full |
| _version_ | 1811161639383203840 |
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| author | Ning Liu Honglie Zhang Jiang Zhou |
| author_facet | Ning Liu Honglie Zhang Jiang Zhou |
| author_sort | Ning Liu |
| collection | DOAJ |
| description | This paper examines how differential leadership influences employee performance via perceived organizational support and individual-organizational fit. The psychological contract theory was used to investigate how differential leadership influences the performance of employees. The information was obtained by means of surveys distributed to various types of Chinese firms. A total of 358 complete responses for statistical analysis were received and examined. A structural equation model was used, which we believed would be the most appropriate model for testing the proposed study model. The evidence suggests that differentiated leadership promotes employee performance. The association between leadership differences and employee performance is positively mediated by perceived organizational support. Individual-organizational fit lowers the positive effect of differential leadership on employee performance and reduces the positive effect of organizational support perception on employee performance. The results of this research contribute to a better understanding of Chinese culture’s differentiated interpersonal cordial leadership construct. |
| first_indexed | 2024-04-10T06:17:37Z |
| format | Article |
| id | doaj.art-af345ba7941340969aaf488e3559b118 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-10T06:17:37Z |
| publishDate | 2023-03-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-af345ba7941340969aaf488e3559b1182023-03-02T05:53:08ZengFrontiers Media S.A.Frontiers in Psychology1664-10782023-03-011410.3389/fpsyg.2023.10810731081073Unraveling the effect of differential leadership on employee performance: Evidence from ChinaNing Liu0Honglie Zhang1Jiang Zhou2Yunnan University of Finance and Economics, Kunming, Yunnan, ChinaYunnan University of Finance and Economics, Kunming, Yunnan, ChinaInternational Business School, Yunnan University of Finance and Economics, Kunming, Yunnan, ChinaThis paper examines how differential leadership influences employee performance via perceived organizational support and individual-organizational fit. The psychological contract theory was used to investigate how differential leadership influences the performance of employees. The information was obtained by means of surveys distributed to various types of Chinese firms. A total of 358 complete responses for statistical analysis were received and examined. A structural equation model was used, which we believed would be the most appropriate model for testing the proposed study model. The evidence suggests that differentiated leadership promotes employee performance. The association between leadership differences and employee performance is positively mediated by perceived organizational support. Individual-organizational fit lowers the positive effect of differential leadership on employee performance and reduces the positive effect of organizational support perception on employee performance. The results of this research contribute to a better understanding of Chinese culture’s differentiated interpersonal cordial leadership construct.https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1081073/fulldifferential leadershipperceived organizational supportindividual-organizational fitemployee performanceintimacy energy |
| spellingShingle | Ning Liu Honglie Zhang Jiang Zhou Unraveling the effect of differential leadership on employee performance: Evidence from China Frontiers in Psychology differential leadership perceived organizational support individual-organizational fit employee performance intimacy energy |
| title | Unraveling the effect of differential leadership on employee performance: Evidence from China |
| title_full | Unraveling the effect of differential leadership on employee performance: Evidence from China |
| title_fullStr | Unraveling the effect of differential leadership on employee performance: Evidence from China |
| title_full_unstemmed | Unraveling the effect of differential leadership on employee performance: Evidence from China |
| title_short | Unraveling the effect of differential leadership on employee performance: Evidence from China |
| title_sort | unraveling the effect of differential leadership on employee performance evidence from china |
| topic | differential leadership perceived organizational support individual-organizational fit employee performance intimacy energy |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1081073/full |
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