Juhtimine on kõikepuudutav valdkond. Sestap siinviidatu oma koha leidiski, sest tegeleb juhtimise küsimusega erinevatel organisatsiooni tasanditel.
Kuna artikkel on vabalevis, siis pikki kommentaare vaja ei ole ja sestap piirdun pigem vihjetega.
Specifically, leaders’ transgressions may include behaviours that violate organizational values (e.g., by making unethical decisions), infringe behavioural norms (e.g., by disrespecting employees), or diminish work standards (e.g., by practicing poor hygiene) in ways that are generally detrimental to employee well-being, engagement, and retention (Epitropaki et al., 2020; Krylova et al., 2017; Shapiro et al., 2011).
Considering the multilevel nature of typical organizations, would a transgression committed by a higher-level organizational leader elicit similar reactions from employees compared to the same transgression committed by a lower-level workgroup leader?
Social identification refers to the process whereby a person’s self-concept is structured by their sense of being a member of a social group (Ashforth & Mael, 1989; Rousseau, 1998). […] The social identity perspective suggests that leader transgressions can threaten the established norms and values associated with a salient social identity in ways that prompt followers to reevaluate their relationship with the group and with the transgressive leader – as a central representative of that group (Ditrich et al., 2017, 2019; Krylova et al., 2017).
First, our study aligns with research demonstrating the negative impact of leader transgressions on workers’ group identification (with their workgroup or organization; Ditrich et al., 2017, 2019, 2022; Marques et al., 2001). […] Moreover, our study has points of contact with observations made by Marstand et al. (2021). These researchers found that while workers’ identification with their workgroup leader significantly influenced their organizational identification (i.e., an ‘upward’ colouring effect), participants’ organizational identification did not have an impact on identification with the workgroup leader (i.e., there was no ‘downward’ colouring effect).
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Third, our study provides initial evidence that leader transgressions do not merely affect workers’ cognition and attitudes, but are also detrimental to workers’ in-role performance.
Maskor, M., Fladerer, M. P., Fong, P., Steffens, N. K., & Haslam, S. A. (2022). The fish can rot from the heart, not just the head: Exploring the detrimental impact of transgressions by leaders at multiple levels of an organization. British Journal of Social Psychology.