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Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers

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  • Jarrod Haar

    (Department of Management, Auckland University of Technology, Auckland 1142, New Zealand)

  • Annamaria Di Fabio

    (Department of Education, Languages, Intercultures, Literatures and Psychology (Psychology Section), University of Florence, 50121 Florence, Italy)

  • Urs Daellenbach

    (School of Management, Victoria University of Wellington, Wellington 6012, New Zealand)

Abstract

Interpersonal relationships play an important role in work success, and this is especially so for managers. The present study tests the Positive Relational Management (PRM) Scale and its influence on organizational trust, with the effects potentially mediated by work-life balance. Hence, more positive relationships at work shape better management of work-life issues, and ultimately build trust perceptions. We test this on a sample of 600 New Zealand managers and include managerial hierarchy as a moderator to determine whether positive relationships become less important as management level increases. Ultimately, we test a moderated mediation model in PROCESS and confirm the dimensionality and reliability of the scale. We find PRM is positively related to work-life balance and organizational trust, while work-life balance partially mediates this effect. In addition to two significant two-way interactions, we find support for a moderated mediation effect, with the indirect effect of PRM being positive and strongest for low-level managers, but a reduction in the strength of the indirect effects for middle- and senior-managers. Hence, the importance of interpersonal relationships is especially powerful for low-level managers. The implications for understanding the importance of PRM for managers are discussed.

Suggested Citation

  • Jarrod Haar & Annamaria Di Fabio & Urs Daellenbach, 2019. "Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers," Sustainability, MDPI, vol. 11(16), pages 1-15, August.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:16:p:4373-:d:257083
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    References listed on IDEAS

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    4. Jarrod M. Haar & Albert Sune & Marcello Russo & Ariane Ollier-Malaterre, 2019. "A Cross-National Study on the Antecedents of Work–Life Balance from the Fit and Balance Perspective," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 142(1), pages 261-282, February.
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    Cited by:

    1. Samuel Fernández-Salinero & Yolanda Navarro Abal & Gabriela Topa, 2019. "On the Relationship between Perceived Conflict and Interactional Justice Influenced by Job Satisfaction and Group Identity," Sustainability, MDPI, vol. 11(24), pages 1-11, December.
    2. Brougham, David & Haar, Jarrod, 2020. "Technological disruption and employment: The influence on job insecurity and turnover intentions: A multi-country study," Technological Forecasting and Social Change, Elsevier, vol. 161(C).

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