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Leadership style, organizational politics, and employees' performance An empirical examination of two competing models

Leadership style, organizational politics, and employees' performance An empirical examination of... Purpose – This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor's leadership style and formal and informal aspects of employees' performance (Organizational Citizenship Behavior – OCB). Design/methodology/approach – The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel ( N =201), asking them to evaluate their supervisor's style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees' in‐role performance and OCB. The intra‐structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation. Findings – The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in‐role performance and OCB. A direct relationship between leadership and performance (in‐role and OCB) was also found. Research limitations/implications – The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited. Practical implications – Managers should recognize the advantages and disadvantages of different leadership styles as these may affect organizational politics and eventually, formal performance and organizational citizenship behaviors. Originality/value – The findings of this paper contribute to the understanding of the relationships between leadership, performance, and politics in the workplace and in the public sector in particular. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Leadership style, organizational politics, and employees' performance An empirical examination of two competing models

Personnel Review , Volume 36 (5): 23 – Aug 14, 2007

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References (64)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483480710773981
Publisher site
See Article on Publisher Site

Abstract

Purpose – This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor's leadership style and formal and informal aspects of employees' performance (Organizational Citizenship Behavior – OCB). Design/methodology/approach – The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel ( N =201), asking them to evaluate their supervisor's style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees' in‐role performance and OCB. The intra‐structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation. Findings – The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in‐role performance and OCB. A direct relationship between leadership and performance (in‐role and OCB) was also found. Research limitations/implications – The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited. Practical implications – Managers should recognize the advantages and disadvantages of different leadership styles as these may affect organizational politics and eventually, formal performance and organizational citizenship behaviors. Originality/value – The findings of this paper contribute to the understanding of the relationships between leadership, performance, and politics in the workplace and in the public sector in particular.

Journal

Personnel ReviewEmerald Publishing

Published: Aug 14, 2007

Keywords: Leadership; Organizational politics; Performance management; Employee behaviour; Organizational behaviour; Public sector organizations; Israel

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