Faculty of Management Projects (Master's)

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Browsing Faculty of Management Projects (Master's) by Author "Ansari, Mahfooz A."

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    Leader-member exchange and work outcomes : a multiple leadership perspective
    (Lethbridge, Alta. : University of Lethbridge, Faculty of Management, c2008, 2008) Bader, Byron M.; University of Lethbridge. Faculty of Management; Ansari, Mahfooz A.; Enns-Gordon, Janelle
    This study focused on multiple leader-member exchange (LMX) relationships between employees and two different supervisors. Furthermore, the study focused on the relationship that the leaders themselves had with each other (the leader-leader exchange (LLX)). Last, the study focused on the moderating effect that leadership structure (hierarchical or distributed) has on the relationship between LMX and employee outcomes. The study consisted of 111 employee and supervisor dyads from various business sectors. Analysis showed that LMX significantly correlated with affective organizational commitment, job performance, and organizational citizenship behavior (OCB). LMX with a second supervisor did not significantly moderate the relationship between LMX and employee outcomes, but did prove to be an additional predictor with regards to OCB. LLX moderated the relationship between LMX and OCB, but had little effect on affective organizational commitment and job performance. Finally, leadership structure did not moderate any of the hypothesized relationships.
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    Vicarious justice and work outcomes : the role of specific emotions
    (Lethbridge, Alta. : University of Lethbridge, Faculty of Management, c2009, 2009) Hovind, Sarah; University of Lethbridge. Faculty of Management; Enns, Janelle; Ansari, Mahfooz A.
    This study used an emotion-centered model (Spector & Fox, 2002) to examine predictions about the effect of customer vicarious justice on the three domains of job performance: task performance, counterproductive work behavior (CWB) and organizational citizenship behaviour (OCB). Service-oriented employees (N = 196) completed a survey assessing their justice perceptions of their organizations’ treatment of customers, emotions at work, and several work outcomes. Employees who perceived their organization as treating customers unfairly (vicarious injustice interactional) engaged in more CWB, while employees who perceived fair treatment of customers engaged in more OCB. Different emotions mediated these relationships. Anger and guilt mediated the relationship between vicarious interactional injustice and employee CWB. Pride mediated the relationship between vicarious interactional justice and employee OCB. It was also expected that employees who perceived fair treatment of customers would also exhibit better task performance; however, this hypothesis was not supported.