Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions
This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job s...
| Main Authors: | , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
MDPI AG
2023-10-01
|
| Series: | Administrative Sciences |
| Subjects: | |
| Online Access: | https://www.mdpi.com/2076-3387/13/11/233 |
| _version_ | 1797460620645236736 |
|---|---|
| author | Richard Egan Drea Zigarmi |
| author_facet | Richard Egan Drea Zigarmi |
| author_sort | Richard Egan |
| collection | DOAJ |
| description | This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented. |
| first_indexed | 2024-03-09T17:07:41Z |
| format | Article |
| id | doaj.art-b0ad945c58b14335afce86789a8acd1b |
| institution | Directory Open Access Journal |
| issn | 2076-3387 |
| language | English |
| last_indexed | 2024-03-09T17:07:41Z |
| publishDate | 2023-10-01 |
| publisher | MDPI AG |
| record_format | Article |
| series | Administrative Sciences |
| spelling | doaj.art-b0ad945c58b14335afce86789a8acd1b2023-11-24T14:22:37ZengMDPI AGAdministrative Sciences2076-33872023-10-01131123310.3390/admsci13110233Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work IntentionsRichard Egan0Drea Zigarmi1Department of Marketing and Management, Faculty of Business, Government and Law, University of Canberra, Canberra 2601, AustraliaBlanchard, Escondido, CA 92029, USAThis empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented.https://www.mdpi.com/2076-3387/13/11/233leadervalue orientationaffecttrustwork intentions |
| spellingShingle | Richard Egan Drea Zigarmi Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions Administrative Sciences leader value orientation affect trust work intentions |
| title | Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions |
| title_full | Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions |
| title_fullStr | Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions |
| title_full_unstemmed | Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions |
| title_short | Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions |
| title_sort | employee perspectives of leader value orientations affect trust and work intentions |
| topic | leader value orientation affect trust work intentions |
| url | https://www.mdpi.com/2076-3387/13/11/233 |
| work_keys_str_mv | AT richardegan employeeperspectivesofleadervalueorientationsaffecttrustandworkintentions AT dreazigarmi employeeperspectivesofleadervalueorientationsaffecttrustandworkintentions |