Publicação
Does a forgiving leader foster employees’ psychological safety via their respect for the leader?
| Resumo: | Encouraging employees to take risks, assume mistakes, and contribute their ideas and suggestions in a timely and candid way is paramount. Such a candor is only possible if employees feel psychologically safe, which depends significantly on leader forgivingness (i.e., disposition to forgive), we advance. A vignette-based experiment and a three-wave field study support our hypothesized model. First, leader-expressed forgivingness (i.e., leader forgivingness as perceived by employees) predicts employees’ psychological safety, both directly and via the employees’ respect for the leader. Second, employees’ belief in a just world (BJW) operate as a boundary condition, in that the mediated relationship is stronger for employees with a weak BJW, the lowest level of respect for the leader emerging when employees with a weak BJW deal with an unforgiving leader. As the consequences of forgiveness in workplaces are under-investigated, we contribute to understanding the consequences of leader forgivingness for a crucial employee outcome (i.e., psychological safety). Through adopting a between-person (i.e., leader-employee) lens for the relationship between forgiveness and BJW, we also bring a more nuanced perspective about the complex relationship between the two variables. |
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| Autores principais: | Valverde, Camilo |
| Outros Autores: | Rego, Arménio |
| Assunto: | leader forgivingness employee belief in a just world employee respect for the leader employee psychological safety |
| Ano: | 2024 |
| País: | Portugal |
| Tipo de documento: | artigo |
| Tipo de acesso: | unknown |
| Instituição associada: | Instituto Politécnico do Porto |
| Idioma: | inglês |
| Origem: | Conferência - Investigação e Intervenção em Recursos Humanos |
| Resumo: | Encouraging employees to take risks, assume mistakes, and contribute their ideas and suggestions in a timely and candid way is paramount. Such a candor is only possible if employees feel psychologically safe, which depends significantly on leader forgivingness (i.e., disposition to forgive), we advance. A vignette-based experiment and a three-wave field study support our hypothesized model. First, leader-expressed forgivingness (i.e., leader forgivingness as perceived by employees) predicts employees’ psychological safety, both directly and via the employees’ respect for the leader. Second, employees’ belief in a just world (BJW) operate as a boundary condition, in that the mediated relationship is stronger for employees with a weak BJW, the lowest level of respect for the leader emerging when employees with a weak BJW deal with an unforgiving leader. As the consequences of forgiveness in workplaces are under-investigated, we contribute to understanding the consequences of leader forgivingness for a crucial employee outcome (i.e., psychological safety). Through adopting a between-person (i.e., leader-employee) lens for the relationship between forgiveness and BJW, we also bring a more nuanced perspective about the complex relationship between the two variables. |
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