scispace - formally typeset
Search or ask a question
Author

Mina Kim

Bio: Mina Kim is an academic researcher from Ajou University. The author has contributed to research in topics: Host (biology) & Job attitude. The author has an hindex of 1, co-authored 1 publications receiving 30 citations.

Papers
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors examined the linkage between employees' perceptions of the interpersonal justice demonstrated by their leaders and consequent job burnout resulting in turnover intention by focusing on the mediating role of leader-member exchange (LMX) as well as the moderated role of employees' cognition-based trust in their leaders.
Abstract: Intense competition among companies makes it particularly important for organizations to retain talented and skilled employees to maintain their competitive advantage. This study examines the linkage between employees' perceptions of the interpersonal justice demonstrated by their leaders and consequent job burnout resulting in turnover intention by focusing on the mediating role of leader–member exchange (LMX) as well as the moderating role of employees' cognition-based trust in their leaders. Data were obtained from 158 MBA students attending a large university in South Korea. Using structural equation modelling, we examined an integrative model that combines interpersonal justice, LMX, job burnout, and turnover intention. The results reveal that (a) LMX partially mediates the relationships between interpersonal justice and job burnout and (b) employees' cognition-based trust in their leaders moderates the relationship between LMX and job burnout. By examining the mediating role of LMX as well as the moderating role of cognition-based trust in the relationship between perceived interpersonal justice and employee job burnout, this study (1) provides a comprehensive explanation of employee job burnout and (2) outlines the implications for job burnout research and practice.

36 citations

Journal ArticleDOI
TL;DR: In this article , a survey questionnaire was administered to volunteers at the 2018 Pyeongchang Winter Olympics and a latent moderated structural equation (LMS) modeling was employed to test the established hypotheses.

Cited by
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout.
Abstract: Stress has been implicated as an important determinant of leadership functioning. Conversely, the behavior of leaders has long been argued to be a major factor in determining the stress levels of followers. Yet despite the widespread acknowledgement that stress and leadership are linked, there has been no systematic attempt to organize and summarize these literatures. In the present, we meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout. Our analyses confirm that leader stress influences leader behavior and that leadership behaviors and leader-follower relationships are significant determinants of stress and burnout in subordinates. We build on these results to suggest new avenues for research in this domain as well as discussing how these results can inform practice with regards to leader development.

247 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify the role of employees' perception of leadership in contributing to the establishment of an environment where employees feel empowered, are willing to do more than what is expected and want to stay in the organisation.
Abstract: Orientation: Employees’ perceptions of their leaders’ behaviour play a role in creating empowering environments where employees are willing to do more than what is expected, with retention of employees as a result. Research purpose: The aim of this study was to theoretically conceptualise and empirically determine the relationships between employees’ perception of their leaders’ empowering behaviour, psychological empowerment, organisational citizenship behaviours and intention to leave within a manufacturing division of an organisation. Motivation for the study: In the ever-changing work environment, organisations must capitalise on their human capital in order to maintain competitiveness. It is therefore important to identify the role of employees’ perception of leadership in contributing to the establishment of an environment where employees feel empowered, are willing to do more than what is expected and want to stay in the organisation. Research design, approach and method: A non-experimental, cross-sectional survey design was used. The total population ( N = 300) employed at the manufacturing division was targeted. Two hundred completed questionnaires were obtained. The Leader Empowering Behaviour Questionnaire, Measuring Empowerment Questionnaire, Organisational Citizenship Behaviour Questionnaire and Intention to Leave Scale were administered. Main findings: Employees’ perception of their leaders’ empowering behaviour (keeping employees accountable, self-directed decision-making and people development), psychological empowerment (attitude and influence) and organisational citizenship behaviours (loyalty, deviant behaviour and participation) predict intention to leave the organisation. Practical/managerial implications: Organisations should foster the elements of a positive organisation, in this case leader empowering behaviours, if they want to retain their employees. Contribution/value-add: The results of this research contribute to scientific knowledge about the positive effects of employees experiencing their leaders as empowering.

74 citations

Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors investigated how and when leader member exchange (LMX), tie strength, and innovative organizational culture influences employee innovative behavior and found that nurses who demonstrate high affective commitment exhibit a higher level of creativity in the workplace.
Abstract: The current study objective is to investigate how and when leader member exchange (LMX), tie strength, and innovative organizational culture influences employee innovative behavior. In particular, this study uses the social exchange theory to analyze that nurses who demonstrate high affective commitment exhibit a higher level of creativity in the workplace. Based on social exchange theory and perceived organizational support (POS) literature, the current study aims to reveal how perceived organizational support (POS) serves as an imperative mediating process between LMX, tie strength, innovative organizational culture, and employee IB. A questionnaire survey was utilized to collect the data from nurses working in public sector hospitals in Jiangsu province China. A total sample size consists of 325 nurses. Structural equation modeling through AMOS 20 was utilized to analyze the survey data. Results from the structural equation modeling (SEM) analysis indicated that LMX, tie strength, and POS are significantly related to affective commitment and employees’ IB. However, innovative organizational culture has a significant influence on POS and IB, but has no impact on affective commitment. This study covers only public sector hospitals and is limited to Jiangsu province, China. The research could be reproduced in other designated areas in different organizational setups with a bigger sample size to further enhance the understanding of the topic. The key understanding of social exchange theory (SET) is that social relationships can be used appropriately to foster an employee’s IB. It also expands research in the area of LMX, tie strength, innovative organizational culture, and POS as antecedents of affective commitment and IB. This study is a remarkable analysis of LMX, POS, organization culture, commitment, and IB in the Chinese organizational context.

60 citations

Journal ArticleDOI
TL;DR: In this paper, the antecedents of work misbehaviors (WMBs) by means of organizational justice perceptions (as a predictor), experienced burnout (as mediator), and emotional intelligence was examined.

59 citations

Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors examined the impact of transformational leadership on employee civic virtue behavior (CVB) by applying social exchange theory and introduced two mediators, namely, thriving and emotional exhaustion, to explain the connection between TL and CVB.
Abstract: The study aims to examine the impact of transformational leadership (TL) on employee civic virtue behavior (CVB) by applying social exchange theory. Inconsistent findings from previous studies suggest that the mechanism through which TL contributes to employee’s citizenship behaviors is not simple and goes beyond a direct causal relationship. Therefore, the present study introduces two mediators, namely, thriving and emotional exhaustion, to explain the connection between TL and CVB, thus contributing to the literature on civic virtue and leadership. This quantitative study uses a time-lag approach to collect data in two waves at a time interval of three months. The final sample consists of 374 respondents, including employees and their supervisors working in 12 hotels situated in different tourist places in Anhui province of China. Results indicate that TL has a positive impact on CVB. Moreover, emotional exhaustion significantly mediates the link between TL and CVB. Surprisingly, the mediating effect of employee thriving is insignificant in the association between TL and CVB. This research suggests that developing and nurturing a transformational role between managers/supervisors can help in enhancing employees’ CVB. Similarly, transformational leaders can reduce employee emotional exhaustion by strengthening employee citizenship behavior. In this regard, different practical measures (i.e., mindfulness training courses) can be arranged to enhance the emotionally centered self-regulation of employees.

51 citations