Business, Dhillon School of

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Assertiveness and leadership perceptions : the role of gender and leader-member exchange
(Lethbridge, Alta. : University of Lethbridge, Faculty of Management., 2015) Lazenby, Corie-Lee; University of Lethbridge. Faculty of Management; Ansari, Mahfooz A.
This study extends the recent research on the significant non-linear association between perceived assertiveness and a leader’s social and instrumental outcomes. Using a 3 X 2 X 2 between-participants experimental design (N = 469), with three levels of assertiveness (high; moderate; low), two levels of gender (male; female), and two levels of Leader-Member Exchange (LMX) quality (low; high), this study tested the main effects of assertiveness on leader social and instrumental outcomes, as well as the moderating effects of gender and LMX quality. The main effects hypotheses for assertiveness were supported, and as expected the moderate assertiveness condition was more predictive of positive leader outcomes when compared to the other two conditions. Gender did not significantly alter the main effects of assertiveness on leadership outcomes. However, LMX did interact significantly with assertiveness in predicting leadership effectiveness.
Do you mind the way I mind?: mindfulness contagion in leader-member exchange relationships
(Lethbridge, Alta. : University of Lethbridge, Dhillon School of Business, 2021) Sonmor, Jasper; University of Lethbridge. Dhillon School of Business; Stuart-Edwards, Anastasia; Ansari, Mahfooz A.
Mindfulness has captured the attention of organizational scholars and practitioners alike, in large part due to the positive effects it can have for employees. Recently, researchers have begun to look beyond the personal benefits of mindfulness at work, investigating its interpersonal consequences in leader-follower relationships. While this line of research has generated promising findings suggesting the benefits of leader mindfulness for followers, it is not well understood how mindful leaders exert this positive influence. Using dyadic data collected from supervisors and subordinates working in a Canadian public sector organization, this study examines whether mindful leaders can improve follower well-being and performance by nurturing high-quality leader-member exchange relationships and promoting follower mindfulness. The results indicate that both the size and direction of the effects of leader mindfulness on follower mindfulness and well-being are contingent upon the quality of LMX relationships nurtured by group members and their leaders.
Efficacy beliefs and team effectiveness : a meso approach / Ilona Berth
(Lethbridge, Alta. : University of Lethbridge, Management, 2010, 2010) Berth, Ilona; University of Lethbridge. Faculty of Management; Ansari, Mahfooz A.; Kelley, Helen
Following a meso-contingency approach (Rousseau & House, 1994), this study examined the relationship between efficacy beliefs and effectiveness outcomes in a team context. Specifically, the interaction effects of self-efficacy and group efficacy as well as their direct effects on effectiveness outcomes at the individual level and at the group level were examined. Forty-two work teams (174 members and 42 supervisors) from several industries within Western Canada completed a survey assessing their efficacy beliefs, their attitudes at work, and their performance. The cross-level hypotheses revealed that self-efficacy positively related to individual effectiveness and to team attitudes but not to team performance. Group efficacy positively correlated with team effectiveness but not with individual effectiveness. Moreover, group efficacy as a shared belief and as a perception of individual team members was hypothesized to moderate the relationship between self-efficacy and team members’ effectiveness. However, these moderation hypotheses were not supported.
Leader-member congruence in mindfulness and work outcomes: the mediating role of leader-member exchange
(Lethbridge, Alta. : University of Lethbridge, Dhillon School of Business, 2021) Adebesin, David; University of Lethbridge. Dhillon School of Business; Ansari, Mahfooz A.; MacDonald, Adriane
This study extends the mindfulness literature by introducing the constructs of congruence and leader-member exchange (LMX) into the mindfulness model. I collected dyadic data from 210 subordinates and 58 supervisors in universities and banks in south-west Nigeria. The study revealed that leader mindfulness was positively related to leaders' job satisfaction and work engagement but was not significant for job performance and LMX. Member mindfulness was also positively related to members' job satisfaction, work engagement, and job performance. Further, I found that leader-member mindfulness congruence was positively related to the leaders' job satisfaction and members' job satisfaction and work engagement. Finally, leader LMX mediated the relationship between leader-member mindfulness congruence and member work engagement but did not mediate other work outcomes. This study contributes to the organizational behavior literature by showing the benefits of mindfulness, LMX, and congruence in Sub-Saharan African culture.
Perceived disability severity and employee outcomes : the role of leader-member exchange and leader empathy
(Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2016) Lyubykh, Zhanna; University of Lethbridge. Faculty of Management; Ansari, Mahfooz A.; Williams-Whitt, Kelly
This research investigates the extent to which the relationships between perceived disability severity and employee outcomes are moderated by leader empathy and mediated by the quality of leader-member exchange (LMX). The proposed model is built on the premise that a high level of leader empathy can serve as a source of social support thereby mitigating the negative effect of perceived disability. We conduct two independent studies to examine the conditional indirect effect of perceived disability severity on resilience, job accommodation, job satisfaction, performance, and presenteeism through LMX relationships. Data are obtained from employees with musculoskeletal injuries (Study 1, N = 264) and leaders who have supervised employees with musculoskeletal injuries in the past two years (Study 2, N = 224). The results of conditional process analyses partially support the hypothesized moderated mediation model. This research highlights similarities and differences in employees’ and supervisors’ perspectives.
Predicting career success using multiple conceptualizations of person-environment fit
(2014-10-14) Ishola, Akinropo G.; Ansari, Mahfooz A.; Knapp, Joshua
This study extends previous research on career success prediction by using multiple conceptualizations of person-job (PJ) and person-organization (PO) fit. Specifically, I relate demands-abilities (DA) PJ and PO fit to objective career outcomes such as promotion and salary level, and I relate needs-supplies (NS) PJ and PO fit to subjective career outcomes such as job satisfaction and career satisfaction. A survey assessing the perception of fit with the organization and job, promotion, salary, job satisfaction, and career satisfaction was gathered from 149 employees in Nigeria. Fit hypotheses were tested by means of hierarchical multiple regression analysis. The analysis indicated that demands-abilities fit related positively with promotion and salary, but DAPO fit and DAPJ fit did not have a significant relationship. Needs-supplies fit related positively with job satisfaction and career satisfaction. NSPJ fit had a stronger relationship with job satisfaction than NSPO fit, whereas NSPO fit did not exhibit a stronger relationship with career satisfaction than NSPJ fit as hypothesized. Implications for theory and practice and future research directions are discussed