Leader roles, organization-based self-esteem, and employee outcomes
Abstract
Purpose
The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization commitment, and turnover and absence intentions.
Design/methodology/approach
Survey data were collected from 1,386 employees in a high technology industry. Employees described the roles their managers fulfilled, and then rated their own OBSE, satisfaction, commitment, and turnover and absence intent.
Findings
Different managerial roles had different relationships with OBSE, which mediated the relationships between some of the management roles and employee outcomes.
Research limitations/implications
This study used a cross-sectional design with single source data in a single industry. Future research should examine these relationships using longitudinal designs, multiple data sources, and a variety of industries.
Practical implications
Managers should be aware that their behaviors affect employee self-esteem, which in turn has strong relationships with a variety of important outcomes. Managers should be trained to manifest behaviors that increase employee self-esteem.
Originality/value
This is the first study to examine the effects of management roles on organization-based self-esteem, and ultimately employee satisfaction, commitment, and withdrawal intentions.
Keywords
Acknowledgements
The authors express their appreciation to Dr Scott McIntyre (late) for his contributions to this study. A preliminary version of this study was presented at the annual meeting of the Academy of Management, 2013.
Citation
Norman, S.M., Gardner, D.G. and Pierce, J.L. (2015), "Leader roles, organization-based self-esteem, and employee outcomes", Leadership & Organization Development Journal, Vol. 36 No. 3, pp. 253-270. https://doi.org/10.1108/LODJ-06-2013-0072
Publisher
:Emerald Group Publishing Limited
Copyright © 2015, Emerald Group Publishing Limited