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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 1/2017

29.06.2015

Mutual Recognition Respect Between Leaders and Followers: Its Relationship to Follower Job Performance and Well-Being

verfasst von: Nicholas Clarke, Nomahaza Mahadi

Erschienen in: Journal of Business Ethics | Ausgabe 1/2017

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Abstract

There has been limited research investigating the effects of the recognition form of respect between leaders and their followers within the organisation literature. We investigated whether mutual recognition respect was associated with follower job performance and well-being after controlling for measures of liking and appraisal respect. Based on data we collected from 203 matched leader–follower dyads in the Insurance industry in Malaysia, we found mutual recognition respect predicted both follower job performance and well-being. Significantly, appraisal respect was only found to be positively associated with job performance. Our findings suggest mutual recognition respect is an important form of respect in workplace relationships that can bring benefits to both the individual and the organisation.
Vorheriger Artikel Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern
Nächster Artikel Pseudo-transformational Leadership is in the Eyes of the Subordinates

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Metadaten
Titel
Mutual Recognition Respect Between Leaders and Followers: Its Relationship to Follower Job Performance and Well-Being
verfasst von
Nicholas Clarke
Nomahaza Mahadi
Publikationsdatum
29.06.2015
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 1/2017
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-015-2724-z

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