The role of respect in leadership
|dc.identifier.citation||Worthington, A. (2005, October). The role of respect in leadership (Dissertation, Bachelor of Commerce with Honours). Retrieved from http://hdl.handle.net/10523/1210||en|
|dc.description.abstract||Many managers acknowledge respect in leadership as crucial in order to get the best out of staff. However, there are a number of managers who have yet to recognise the importance of respect in leadership processes and leader-follower exchanges. Therefore, the present study investigates the role of respect by examining the relationship between leadership and organisational outcomes, such as work-related attitudes and the impact respect has on influencing this relation. Two surveys were conducted in nineteen organisations in the cities of Auckland and Dunedin (New Zealand). The results of the surveys showed that respect moderated transactional leadership, such that, transactional leadership behavioural characteristics were associated with higher levels of follower job satisfaction when leaders treated staff with dignity and respect in interactions. The results extended the research on leadership and work attitudes by examining respect and its effect on leadership processes and work-related attitudes. This research serves as a step towards better understanding how leaders can further satisfy their followers, and improve their work-related attitudes by treating them with dignity and respect in exchanges. Additionally, the results provide a contribution to further understanding the conditions under which transactional leaders can be more effective in terms of their impact on follower work-related attitudes and organisational performance.||en_NZ|
|dc.subject.lcsh||HD28 Management. Industrial Management||en_NZ|
|dc.subject.lcsh||H Social Sciences (General)||en_NZ|
|dc.subject.lcsh||HD Industries. Land use. Labor||en_NZ|
|dc.subject.lcsh||HD28 Management. Industrial Management||en_NZ|
|dc.subject.lcsh||HD61 Risk Management||en_NZ|
|dc.title||The role of respect in leadership||en_NZ|
|thesis.degree.name||Bachelor of Commerce with Honours|
|thesis.degree.grantor||University of Otago||en_NZ|
|dc.description.references||Bass, B.M., & Avolio, B.J. (1990h). The implications of transformational and transactional leadership for individual, team, and organisational development. In Research in Organisational Change and Development, Woodman, R., & Passmore, W. (Eds.) Greenwich, Connecticut: JAI Press. Bass, B.M & Avolio, B.J. (1994). Improving organisational effectiveness through transformational leadership. Thousand Oaks, California: Sage. Bass, B.M., Avolio, B.J., Jung, D.I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 2, 207-218. Bettencourt, L.A., Brown, S.W., & MacKenzie, S.B. (2005). Customer-oriented boundary-spanning behaviours: Test of a social exchange model of antecedents. Journal of Retailing, 81, 2, pg. 141. Bies, R.J., & Moag, J.S. (1986). Interactional justice: Communicating criteria for fairness. In B. Sheppard (Ed.), Research on negotiation in organisations' (Vol. 1, pp. 43-55). Greenwich, Connecticut: JAI Press. Bono, J.E. & Judge, T.A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46, 5, 554-571. Briggs. S.R., & Cheek, J.M. (1986). The role of factor analysis in the development and evaluation of personality scales. Journal of personality, 54, 106-148. Burns, J.M. (1978). Leadership. New York: Harper & Row. Bycio, P., Hackett, R.D., & Allen, J.S. (1995). Further assessments of Bass's (1985) conceptualisation of transactional and transformational leadership. Journal of Applied Psychology, 80, 4, 468-478. Chen, L.Y. (2004). Examining the effect of organisational culture and leadership behaviours on organisational commitment, job satisfaction, and job performance at small and medium sized firms of Taiwan. Journal of American Academy of Business, Cambridge, 5, pg. 432. Cohen-Charash, Y., & Spector, P.E. (2001). The role of justice in organisations: A meta-analysis. Organisational Behaviour and Human Decision Processes, 86, 2, pg. 278. Colquitt, J.A. (2001). On the dimensionality of organisational justice: A construct validation measure. Journal of Applied Psychology, 86, 3, 386-400. Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, C.O.L.H., & Ng, K.Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organisational justice research. Journal of Applied Psychology, 86, 3, 425-445. Conger, J.A., Kanungo, R.N., & Menon, S.T. (2000). Charismatic leadership and follower effects. Journal of Organisational Behaviour, 21, 747-767. Cropanzano, R., Prehar, C.A., & Chen, P.Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group & Organization Management, 27, 3, 324-351. Dillon, R.S. (1992). Respect and care: Toward moral integration. Canadian Journal of Philosophy, 22, 1, 105-132. Donovan, M.A., Drasgow, F., Munson, L.J. (1998). The perceptions of fair interpersonal treatment scale: Development and validation of a measure of interpersonal treatment in the workplace. Journal of Applied Psychology, 83, 5, 683- 692. Dubinsky, A.J., Yammarino, F.J., Jolson, M., & Spangler, W.D. (1995). Transformational leadership: An investigation in sales management. Journal of Personal Selling & Sales Management, 15, 2, 17-31. Folger, R., & Bies, R.J. (1989). Managerial responsibilities and procedural justice. Employee Responsibilities and Rights Journal, 2, 79-89. Gillet, B., & Schwab, D.P. (1975). Convergent and discriminate validates pf corresponding job descriptive index and Minnesota Satisfaction Questionnaire scales. Journal of Applied Psychology, 82, 104-112. Goodwin, V.L., Wofford, J.C., & Whittington, J.L. (2001). A theoretical and empirical extension to the transformational leadership construct. Journal of Organisational Behaviour, 22, 759-774. Greenberg (1993). The social side of fairness: Interpersonal and informational classes of organisational justice. In R. Cropanzano (Ed.), Justice in the workplace: Approaching fairness in human resource management (pp. 79-103). Hillsdale, New Jersey: Erlbaum. Hancer, M., & George, R.T. (2003). Job satisfaction of restaurant employees: An empirical study using the Minnesota Satisfaction Questionnaire. Journal of Hospitality & Tourism Research, 27, 1, 85-100 Hartog, D., Muijen, J.J.V., & Koopman, P.L. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organisational Psychology, 70, 1, 19-34. Hater, J.J., & Bass, B.M. (1988). Superior's evaluations and subordinates perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702. Herzberg, F., Mausner, B., & Synderman, B.B. (1959). The motivation to work. New York: John Wiley & Sons. Hinkin, T.R., & Tracey, J.B. (1994). Transformational leadership in the hospitality industry. Hospitality Research Journal, 18, 49-63. House, R.J., & Shimar, B. (1993). Toward the integration of transformational, charismatic, and visionary theories. In Leadership Theory and Research: Perspectives and Directions, M.M. Chemers & R. Aryman (Eds.). Academic Press: San Diego, CA, 81-107. Howell, J.M, & Avolio, B.J. (1993). Transformational leadership, transactional leadership, locus of control and support for innovation: Key predictors of consolidatedbusiness- unit perfot mance. Journal of Applied Psychology, 78, 891-902 Humphreys, J.H. & Einstein, W.O. (2003). Nothing new under the sun: Transformational leadership from a historical perspective. Journal of Management History, 41, 85-95. Jung, D.I., & Avolio. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21. 949-964. Kant, I., 1785 (1964). Grundlegung zur metaphysic der smitten, translated as Groundwork of the metaphysic of morals by H.J. Paton. New York: Harper and Row. Keashley, L., Trot, V., & MacLean, L.M. (1994). Abusive behaviour in the workplace: A preliminary investigation. Violence & Victims, 9, 4, 341-357. Kouzes, J.M., & Posner, B.Z. (1995). The leadership challenge: How to keep getting extraordinary things done in organizations (2nd Ed.). San Francisco: Jossey-Bass. Laschinger, H.K.S. (2003). R-E-S-P-E-C-T Just a little bit: Antecedents and consequences of Nurses perceptions of respect inn hospital settings. National Nursing Administration research conference (October 9-11, 2003) Chapel Hill, North Carolina. Laschinger, H.K.S., Finegan, J. (2005). Using empowerment to build trust and respect in the workplace: A strategy for addressing the nursing shortage. Nursing Economics, 23, 1, 6-13. Locke, E.A. (1976). The nature and causes of Job Satisfaction. In M.D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297-1349). Chicago: Rand McNally. Lowe, K.B., Kroeck, K.G. Sivasubramaniam, N. (1996). Effectiveness of correlates of transformational and transactional leadership: A meta-analytical review of the MLQ literature. Leadership Quarterly, 7, 385-425. MacKenzie, S.B., Podsakoff, P.M., & Rich, G.A. (2001). Transformational and transactional leadership and salesperson performance. Academy of Marketing Science, Journal Greenvale, 2, 115-134. Masterton, S.S., Lewis, K., Goldman, B.M., & Taylor, M.S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43, 4, 738-748. McFarlin, D.B., & Sweeny, P.D. (1992). Distributive and procedural justice as predictors of satisfaction with personal and organisational outcomes. Academy of Management Journal, 35, 3, 626-637. Medley, F., & Larochelle, D.R. (1995). Transformational leadership and job satisfaction. Nursing Management Chicago, 9, 64, pg.4 Meyer, J.P., & Allen, N.J. (1986, June) Development and consequences of three components of organisational commitment. Paper presented at the annual meeting of the Administrative Sciences Association of Canada, Whistler, British Columbia. Meyer, J.P., Allen, N.J., & Smith, C.A. (1993). Commitment to organisations and occupations: Extension and test of a three-component conceptualisation. Journal of Applied Psychology, 78, 538-551. Mikula, G., Petrick, B., & Tanzer, N. (1990). What people regard as unjust: Types and structures of everyday experiences and injustice. European Journal of Social Psychology, 20, 133-149. Mishra, A.K., & Spreitzer, G.M. (1998). Explaining how survivors respond to downsizing: The roles of trust. empowerment, justice, and work redesign. Academy of Management Review, 23, 567-588. Moorman, R.H. (1991). Relationship between organisational justice and organisational citizenship behaviours: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855. Parry, K.W., & Proctor-Thomson, S.B. (2002). Perceived integrity of transformational leaders in organisational settings. Journal of Business Ethics, 2, 75-96. Podsakoff. P.M., Todor, W.D., Grover, RA., & Huber, V.L. (1984). Situational moderators of leader reward and punishment behaviours: Fact or fiction? Organisational Behaviour and Human Performance, 34, 1, 21-63. Podsakoff, P.M., Mackenzie, S.B., Moorman, R.H. & Fetter, R. (1990). Transformational leader behaviours and their effects on followers' trust in leader, satisfaction, commitment, trust, and organisational citizenship behaviour. Journal of Management, 22, 259-298. Pillai, R., Scandura, T.A., & Williams, E.A. (1999). Leadership and organisational justice: Similarities and differences across cultures. Journal of International Business Studies, 30, 4, 763-779. Ross, S.M., & Offerman, L.R. (1997). Transformational Leaders: Measurement of Personality Attributes and Work Group Performance. Personality & Social Psychology Bulletin, 23, pg. 1078. Schein, E.H. (1984). Coming to a new awareness of organisational culture. Sloan Management Review, 25, 3-16. Seltzer, J., & Bass, B.M, (1990). Transformational leadership: Beyond initiation and consideration. Journal of Management, 16, 693-703. Sheridan, J.E. (1992). Organisational culture and employee retention. Academy of Management Journal, 35, 5, 1036-1057. Spector, P.E. (1997). Job satisfaction: Application, assessment, cause and consequences. Thousand Oaks, California: Sage Publications. Tichy, N.M. & Devanna. M.A. (1986). The transforming leader. New York: John Wiley Tracey, J.B., & Hinkin, T.R. (1998). Transformational leadership or effective managerial practices. Group and Organization Management, 23, 220-236. Yammarino, F.J., & Bas, B.M. (1990). Long term forecasting of transformational leadership and its effects among naval officers. In K.E. Clark & M.B. Clark (Eds.). Measures of leadership (pp. 151-170). West Orange, NJ: Leadership Library of America. Yukl, G. (2002). Leadership in organizations (5 th ed.). Englewood Cliffs, NJ: Prentice Hall. Walumbwa, F.O., & Lawler, J.J. (2003). Building effective organisations: Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviours in three emerging economies. International Journal of Human Resource Management, 14, 7, 1083-1101. Walumbwa, F.O., Wang, P., Lawler, J.J., & Shi, K. (2004). The role of collective efficacy in the relations between transformational leadership and work outcomes. Journal of Organisational & Occupational Psychology, 77, 4, 515-530. Walumbwa, F.O., Orwa, B., Wang, P., & Lawler, J.J. (2005). Transformational leadership, organisational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial films. Human Resource Development Quarterly, 16, 2, 235- 256. Weiss, D.J., Davis, R.V., England. G.W., Lofquist, L.H. (1967). Manual for the Minnesota satisfaction questionnaire. Minneapolis, MN: University of Minnesota.||en_NZ|
Files in this item
There are no files associated with this item.
This item is not available in full-text via OUR Archive.
If you would like to read this item, please apply for an inter-library loan from the University of Otago via your local library.
If you are the author of this item, please contact us if you wish to discuss making the full text publicly available.