Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader
Based on social learning theory and the trickle-down effects, in which behavioral patterns cascade from one management level to the next (also known as the falling domino effect), we attempt to answer whether upper-level managers’ temporal leadership can be transferred to lower-level managers to for...
| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
| Published: |
Frontiers Media S.A.
2022-09-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1013416/full |
| _version_ | 1828145556326711296 |
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| author | Yingying Zhang Zhonghui Hu Siyu Tian Chunyang Zhou Yi Ding |
| author_facet | Yingying Zhang Zhonghui Hu Siyu Tian Chunyang Zhou Yi Ding |
| author_sort | Yingying Zhang |
| collection | DOAJ |
| description | Based on social learning theory and the trickle-down effects, in which behavioral patterns cascade from one management level to the next (also known as the falling domino effect), we attempt to answer whether upper-level managers’ temporal leadership can be transferred to lower-level managers to form their temporal leadership, and what the mediating mechanisms and boundary conditions for this occurrence are. By analyzing the data from 234 middle-level managers and 686 junior managers/employees, we found that top managers’ temporal leadership was positively associated with middle-level managers’ temporal leadership through the mediating role of middle-level managers’ temporal leadership perspective and that the relationship was moderated by middle-level managers’ identification with the top manager. Identification with the top manager, in particular, strengthens both the top manager’s positive effect on middle-level managers’ temporal leadership and the top manager’s temporal leadership’s mediating role in this relationship through their temporal leadership perspective. The theoretical and managerial implications of these findings are investigated. |
| first_indexed | 2024-04-11T20:33:45Z |
| format | Article |
| id | doaj.art-b9a2ceea91e94b13a9232430221583b9 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-11T20:33:45Z |
| publishDate | 2022-09-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-b9a2ceea91e94b13a9232430221583b92022-12-22T04:04:26ZengFrontiers Media S.A.Frontiers in Psychology1664-10782022-09-011310.3389/fpsyg.2022.10134161013416Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leaderYingying Zhang0Zhonghui Hu1Siyu Tian2Chunyang Zhou3Yi Ding4College of Business, Shanghai University of Finance and Economics, Shanghai, ChinaBusiness School, University of Shanghai for Science and Technology, Shanghai, ChinaCollege of Business, Shanghai University of Finance and Economics, Shanghai, ChinaCollege of Business, Shanghai University of Finance and Economics, Shanghai, ChinaCollege of Business, Shanghai University of Finance and Economics, Shanghai, ChinaBased on social learning theory and the trickle-down effects, in which behavioral patterns cascade from one management level to the next (also known as the falling domino effect), we attempt to answer whether upper-level managers’ temporal leadership can be transferred to lower-level managers to form their temporal leadership, and what the mediating mechanisms and boundary conditions for this occurrence are. By analyzing the data from 234 middle-level managers and 686 junior managers/employees, we found that top managers’ temporal leadership was positively associated with middle-level managers’ temporal leadership through the mediating role of middle-level managers’ temporal leadership perspective and that the relationship was moderated by middle-level managers’ identification with the top manager. Identification with the top manager, in particular, strengthens both the top manager’s positive effect on middle-level managers’ temporal leadership and the top manager’s temporal leadership’s mediating role in this relationship through their temporal leadership perspective. The theoretical and managerial implications of these findings are investigated.https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1013416/fulltemporal leadershiptemporal leadership perspectivetrickle-down effectssocial learning theoryidentification with a leader |
| spellingShingle | Yingying Zhang Zhonghui Hu Siyu Tian Chunyang Zhou Yi Ding Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader Frontiers in Psychology temporal leadership temporal leadership perspective trickle-down effects social learning theory identification with a leader |
| title | Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader |
| title_full | Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader |
| title_fullStr | Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader |
| title_full_unstemmed | Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader |
| title_short | Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader |
| title_sort | trickle down effects of temporal leadership the roles of leadership perspective and identification with leader |
| topic | temporal leadership temporal leadership perspective trickle-down effects social learning theory identification with a leader |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1013416/full |
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