Relationship between leadership behaviors and HRM practices: Causal, joint, substitute or strengthen effect?
YIN Kui1; CHEN Leni2; WANG Zhen3; PENG Jian4; XU Haoying5
(1 Donlinks School of Economics and Management, University of Science and Technology Beijing, Beijing 100083, China) (2 School of Labor and Human Resources, Renmin University of China, Beijing 100872, China) (3 Business School, Central University of Finance and Economics, Beijing 100081, China) (4 School of Business Administration, Guangzhou University, Guangzhou 510006, China) (5 Business School, University of Illinois at Chicago, Chicago 60601, USA)
Abstract： Leadership behavior and HRM practices are two hot topics in the fields of organizational behavior and HRM. Previous studies usually focus on their effects separately, while recent studies show a trend to examine their effects spontaneously. With a systematic review of the latest empirical studies, we came out four types of relationship between leadership behavior and HRM practices as causal effect, joint effect, substitute and enhancing effect. Moreover, we also discussed the variable levels, outcomes attributes and social cultures in affecting the impact of the above four kinds of relationship. Finally, it figured out future directions as to further explore the relationship between a specific leadership behavior and a specific HRM practice; to construct an integrative framework; and to identify the boundary conditions in influencing their relationship.