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.

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