EMPLOYEE IMPRESSIONS OF LEADERSHIP STYLES AND HIGH PERFORMANCE WORK PRACTICE

Authors

  • Bernard Finnerty Department of management, University of Kentucky, United States
  • Feng An Department of management, University of Kentucky, United States
  • Peter Vasarhelyi Department of management, University of Kentucky, United States

Keywords:

High performance work practices, Leadership, Employee impressions

Abstract

Human resource management (HRM) research has documented the importance of high performance work practices (HPWPs) to organizations, and recent efforts have argued for increasing attention to the role of line manager implementation of HPWPs. To date, research in this area has focused largely on the organizational or employee implications of HPWP implementation, ignoring the process through which implementation affects outcomes. In this article, we use theory on impression formation to describe the perceptual process through which line manager implementation of HPWPs facilitates the formation of different employee impressions of manager leadership styles. We argue that this process is contingent upon employee attributions of implementation intent, which are influenced by the interaction of employee affective and attributional tendencies with line manager implementation style (i.e., political skill). Our conceptualization of this process contributes to HRM research by demonstrating the benefits of integrating it with leadership theory, as well as identifying the role of interpersonal perceptual processes in the effects of HPWPs.

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Published

2022-04-29

How to Cite

Finnerty, B., An, F., & Vasarhelyi, P. (2022). EMPLOYEE IMPRESSIONS OF LEADERSHIP STYLES AND HIGH PERFORMANCE WORK PRACTICE. Accounting, Organization & Economics, 1(3), 350-373. Retrieved from https://fortunepublishing.org/index.php/aoe/article/view/111

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Articles