Which of the following powers has the strongest relationship with performance and satisfaction?
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journal article Conditions under Which Stronger Job Performance-Job Satisfaction Relationships May Be Observed: A Closer Look at Two Situational ContingenciesThe Academy of Management Journal Vol. 25, No. 4 (Dec., 1982) , pp. 772-789 (18 pages) Published By: Academy of Management https://doi.org/10.2307/256098 https://www.jstor.org/stable/256098 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract Organizational pressure for performance and experienced time pressure, two situational contingencies, were hypothesized to moderate the performance-satisfaction relationship. Tests of the proposed moderating effects were conducted by using moderated curvilinear regression and subgroup analyses. Findings from these analyses were consistently and strongly supportive of the hypothesized effects. Journal Information The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage
This item is part of a JSTOR Collection. Today’s leaders have never been under so much pressure. Even as they navigate the evolving COVID-19 crisis—keeping their customers and employees safe and their businesses viable—expectations are sky-high. Shareholders are calling for foresight, bold strategies, agility, and resilience, while governments and communities increasingly expect businesses to support broader goals, such as sustainability and social justice. For purpose-led corporations, this is a defining moment. How can they remain committed to additional stakeholder values when the imperative is to conserve cash and, in many cases, aggressively restructure? And what about businesses that have only started defining their environmental, social, and governance (ESG) ambitions? When push comes to shove, do their leaders (and shareholders) really believe in the ESG premium? And, if so, where can they best focus their attention? To move forward, rather than stand paralyzed, crystal-clear prioritization will be key. In this article, we argue that there is one essential area where companies can create enormous social value: job satisfaction. Because of the connection between happiness at work and overall life satisfaction, improving employee happiness could make a material difference to the world’s 2.1 billion workers. 1 It could also boost profitability and enhance organizational health. When it comes to employee happiness, bosses and supervisors play a bigger role than one might guess. Relationships with management are the top factor in employees’ job satisfaction, which in turn is the second most important determinant of employees’ overall well-being. According to our analysis, only mental health is more important for overall life satisfaction (Exhibit 1). Unfortunately, research also shows that most people find their managers to be far from ideal; for example, in a recent survey, 75 percent of survey participants said that the most stressful aspect of their job was their immediate boss. 2 Exhibit 1
We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: Shifting the behavior of an entire cadre of managers might seem a daunting proposition. But McKinsey research on changing organizational culture indicates the key elements required. Senior leaders can create a step change in both shareholder and social value by clearly articulating the sizable upsides to high job satisfaction, including educating managers on their pivotal roles and embedding quality of workplace relationships into manager development and performance appraisals. They can also act as critical change agents by embracing servant leadership and approaching everyone in their organization with compassion and genuine curiosity. Good bosses, good performanceIt stands to reason that managers would play a crucial role in their employees’ workplace happiness. The wealth of literature on what makes for a good workplace highlights two aspects that line managers directly control: good work organization—that is, providing workers with the context, guidance, tools, and autonomy to minimize frustration and make their jobs meaningful—and psychological safety, which is the absence of interpersonal fear as a driver of employee behavior. With burnout on the rise, and stress and anxiety a leading cause of ill health and absenteeism, the emotional health of workers becomes particularly important. There are complex interactions between these factors, giving rise to potential virtuous and vicious cycles. For example, a good manager instills a sense of trust and confidence, with a clear set of attainable goals rooted in customer-centric thinking. In such an environment, frontline workers feel empowered and often receive positive feedback from customers and colleagues. They are also more likely to raise issues when things do not go well. A safe and collaborative environment for joint problem solving generates innovation, a sense of achievement, and even higher levels of customer satisfaction. With more loyal customers, lower absenteeism, and low staff turnover resulting in higher profitability, a manager may now be in a position to allocate more resources to their workers. Such a scenario is not just a theoretical construct. Countless studies show the empirical link between employee satisfaction, customer loyalty, and profitability. For example, in an ingenious piece of research, academics exploited a so-called natural experiment—different weather patterns in different locations at different times—to show that call-center workers’ weekly sales increased by 25 percent when their happiness increased by one point on a scale of one to five. 3 Similarly, a large-scale meta-analysis found that business units with top-quartile employee engagement achieved operating-profit margins that were one to four percentage points higher than those in the bottom quartile. 4 Employee satisfaction has also been shown to contribute directly to shareholder value (Exhibit 2). Exhibit 2
We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: Why are servant leaders so rare?In many ways, there is only one question any manager need ask: How do I make my team members’ lives easier—physically, cognitively, and emotionally? Research shows that this “servant leader” mentality and disposition enhances both team performance and satisfaction. 5 Moreover, studies also suggest that managers themselves are happier and find their roles more meaningful when they feel they are helping other people. Even though many business schools, executive training courses, and leadership programs espouse servant leadership, few bosses manage to fully commit to it. Perhaps that’s no surprise. In most organizations, the average manager has neither the incentives nor the skills to focus on employee happiness. Consider how most businesses make promotion decisions: people who get ahead tend to be either current high performers or those who appear most leader-like. Sadly, neither of these traits correlates well with servant leadership. For example, research suggests that the most productive individuals typically have high levels of technical skills and personal drive, but only 30 percent of them are likely to become the kind of leaders that prioritize and support employee satisfaction. 6 Moreover, Gallup research contends that only one in ten people possesses the necessary traits that great managers exhibit, traits that include building relationships that create trust, open dialogue, and transparency. 7 People are also more likely to be promoted when they exhibit self-confidence, build extensive networks, and navigate organizational politics with ease. Creating a sense of personal power and toughness can have positive outcomes for leaders, particularly if they are confronted with an unchanging status quo. But such self-orientation is the polar opposite of what is required for building trust. Organizational psychologist Tomas Chamorro-Premuzic suggests that many leaders achieve their positions by being self-centered, overconfident, narcissistic, arrogant, manipulative, and risk-prone. 8 So even if a manager believes, in their heart of hearts, that the right thing is to support their team members and enhance their job satisfaction, it might be hard for them to resist the siren call of a more authoritative style that seems to give them a better chance of recognition. Moreover, if they have previously excelled in their individual performance, this same manager and leader may have to improve their emotional intelligence and actively change their attitude to discern the frequent occasions when a softer touch is more effective than a tougher stance. All of which is more difficult because of the scarcity of role models to learn from within most organizations. The self-centered approach gets perpetuated by the hiring practices and performance evaluations of many organizations. In fact, companies fail to choose the right talent for management positions 82 percent of the time. 9 Organizations that allow such dynamics to persist miss out on the upside of employee satisfaction. At the extreme, these organizations also risk creating or enabling a toxic culture that can lead to serious performance and health issues—and even death.
How bosses can changeThe sizable role a boss plays in employee satisfaction and organizational performance provides an intriguing contrast with the simple measures needed to improve it. The fundamental elements are the same as with any other human relationship: mutual trust, encouragement, empathy, and good communication. These attributes create a supportive environment where employees can feel psychologically safe and satisfied and deliver their best work. Even though managers’ organizational context can blunt their incentives and restrict their actions, there are, nevertheless, simple changes bosses can make to improve the workplace happiness of the people who report to them—no matter what their organization’s culture is like. In this regard, micro-actions often count more than larger, structural changes. Here, we highlight four practices that have proven effective:
If a manager’s organization does not reinforce such behaviors, it is important for that manager to build their own system of cues, routines, and rewards to help consolidate these actions as habits. As long as the intent is authentic, bosses can simply imitate the new behaviors they intend as a path toward consolidating those actions into their daily routines. For example, a manager could set themselves a goal of speaking less and listening more, and then systematically solicit feedback and observe the results. In time, they would likely notice the positive effects this has on team members, which would feed their intrinsic motivation to do even better. They could also benchmark themselves to see if they make it into the top quartile of managers whose team members rank their relationship with their boss as “very good.” However, in a hectic and demanding environment, it is not always easy to stick to good habits. It is even harder if good management is not valued or the model of leadership in an organization is primarily based on authority and personal achievement. In those circumstances, managers need their leaders to help.
How organizations can support better bossesAlthough this article focuses on the role of individual managers, leaders of organizations have a fundamental duty as well to create an environment that enables good management, and good relationships more generally. Not only do they owe this to their shareholders, but there is also a clear moral imperative. While there are many sources of misery in the world—including poverty, illness, and discrimination—the one aspect of people’s lives that is clearly within an organization’s sphere of influence is the behavior of their bosses and supervisors. Leaders who take this message seriously can draw on well-established literature for how to change mindsets and behaviors in an organization. Four ingredients are required:
Few managers realize what a dramatic impact—either positive or negative—they have on the world through their everyday behavior. It is the responsibility of senior leaders to enlighten them and provide the organizational context that consistently fosters high-quality relationships between bosses and the people who report to them. What type of power has the strongest relationship with performance and satisfaction?Referent power has the strongest relationship with performance and satisfaction. The least effective power bases, which includes legitimate power, are the ones most likely to be used by managers.
Which of the following is a difference between power and authority quizlet?Which of the following is a difference between power and authority? Power is the ability to influence while authority is the right to influence another person.
Which of the following is the first step that employees should take in managing their relationships with their boss quizlet?Which of the following is the first step that employees should take in managing their relationship with their boss? They should try to understand as much as they can about their boss. According to McClelland, the two faces of power are: personal power and social power.
Which type of power comes from experience and having a respected title quizlet?Referent power comes from being trusted and respected. We can gain referent power when others trust what we do and respect us for how we handle situations.
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