J. Bauer, Natalie A. Wright, Kevin Askew, Paul E. Spector
The current study investigated the relationship between demands for organizational citizenship behaviors and future displays of organizational citizenship and counterproductive work behaviors. Such demands are conceptualized as organizational constraints, coworker failure, and supervisor pressure to commit organizational citizenship behaviors. The design of the current study is prospective with a week time lag between two self-report surveys. Four hundred sixty-four employed U.S. residents were recruited through Amazon’s Mechanical Turk service. Of the initial 464 participants, 183 also completed the second survey a week later. The evidence from this study suggests that demands for organizational citizenship behaviors are antecedents to future displays of organizational citizenship behaviors and counterproductive work behaviors. Similarly, organizational citizenship behaviors preceded all measured demands for organizational citizenship behaviors reported a week later. The results of the current study indicate that managers should be aware that demands for organizational citizenship behaviors may be influencing employee displays of counterproductive work behavior. Moreover, managers should be prepared to intervene if they find evidence of any deleterious effects that may be associated with demands for organizational citizenship behaviors.
{"title":"The Relationships Between Organizational Citizenship Behavior Demands and Extra-Task Behaviors","authors":"J. Bauer, Natalie A. Wright, Kevin Askew, Paul E. Spector","doi":"10.1037/mgr0000074","DOIUrl":"https://doi.org/10.1037/mgr0000074","url":null,"abstract":"The current study investigated the relationship between demands for organizational citizenship behaviors and future displays of organizational citizenship and counterproductive work behaviors. Such demands are conceptualized as organizational constraints, coworker failure, and supervisor pressure to commit organizational citizenship behaviors. The design of the current study is prospective with a week time lag between two self-report surveys. Four hundred sixty-four employed U.S. residents were recruited through Amazon’s Mechanical Turk service. Of the initial 464 participants, 183 also completed the second survey a week later. The evidence from this study suggests that demands for organizational citizenship behaviors are antecedents to future displays of organizational citizenship behaviors and counterproductive work behaviors. Similarly, organizational citizenship behaviors preceded all measured demands for organizational citizenship behaviors reported a week later. The results of the current study indicate that managers should be aware that demands for organizational citizenship behaviors may be influencing employee displays of counterproductive work behavior. Moreover, managers should be prepared to intervene if they find evidence of any deleterious effects that may be associated with demands for organizational citizenship behaviors.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44415166","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Per-Magnus Moe Thompson, Lars Glasø, S. B. Matthiesen
Building on Bowlby’s (1969/1982) attachment theory, the present study examines the relationship between leaders’ attachment style, mirroring their relational experiences with significant others, and implicit followership theories (IFTs). Drawing on the principle of schema transference, it was hypothesized that both anxious and avoidant attachment styles were related to negative IFTs. Furthermore, investigating the phenomenon of defensive projection, it was proposed that leaders’ perception of own competence level would moderate the relationship between avoidant style and the IFT facet “incompetence,” so that avoidant leaders feeling less competent at work would view followers as more incompetent than other avoidant leaders. Survey data were collected from 258 leaders in a variety of work settings. Hierarchical regression analyses supported both hypotheses. Implications for theory and practice are discussed.
{"title":"The Way I See You. Implicit Followership Theories Explored Through the Lens of Attachment","authors":"Per-Magnus Moe Thompson, Lars Glasø, S. B. Matthiesen","doi":"10.1037/mgr0000069","DOIUrl":"https://doi.org/10.1037/mgr0000069","url":null,"abstract":"Building on Bowlby’s (1969/1982) attachment theory, the present study examines the relationship between leaders’ attachment style, mirroring their relational experiences with significant others, and implicit followership theories (IFTs). Drawing on the principle of schema transference, it was hypothesized that both anxious and avoidant attachment styles were related to negative IFTs. Furthermore, investigating the phenomenon of defensive projection, it was proposed that leaders’ perception of own competence level would moderate the relationship between avoidant style and the IFT facet “incompetence,” so that avoidant leaders feeling less competent at work would view followers as more incompetent than other avoidant leaders. Survey data were collected from 258 leaders in a variety of work settings. Hierarchical regression analyses supported both hypotheses. Implications for theory and practice are discussed.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46169572","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Coaching psychology and positive psychology in work and organizational psychology.","authors":"Andrea Castiello d’Antonio","doi":"10.1037/MGR0000070","DOIUrl":"https://doi.org/10.1037/MGR0000070","url":null,"abstract":"","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44848355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Emotional intelligence has been found to be related to job satisfaction and turnover for employees at all levels and is being explored by researchers in cross-cultural settings. The present study investigated the role of emotional intelligence in predicting job satisfaction and turnover for call center agents in India. Study participants were 299 call center agents in Bangalore and New Delhi, who were administered a questionnaire measuring their emotional intelligence, job satisfaction, and turnover intentions. Analyses revealed that emotional intelligence was positively related to job satisfaction, and job satisfaction mediated the relationship between emotional intelligence and turnover intentions. Implications of the study are discussed, including leadership and development practices to enhance emotional intelligence among employees in jobs requiring high levels of emotional investment, as well as the use of the culturally adapted emotional intelligence self-report measure developed by Singh (2004).
{"title":"Job Satisfaction and Turnover Intentions Among Indian Call Center Agents: Exploring the Role of Emotional Intelligence","authors":"Rich Feyerabend, A. Herd, Namok Choi","doi":"10.1037/mgr0000071","DOIUrl":"https://doi.org/10.1037/mgr0000071","url":null,"abstract":"Emotional intelligence has been found to be related to job satisfaction and turnover for employees at all levels and is being explored by researchers in cross-cultural settings. The present study investigated the role of emotional intelligence in predicting job satisfaction and turnover for call center agents in India. Study participants were 299 call center agents in Bangalore and New Delhi, who were administered a questionnaire measuring their emotional intelligence, job satisfaction, and turnover intentions. Analyses revealed that emotional intelligence was positively related to job satisfaction, and job satisfaction mediated the relationship between emotional intelligence and turnover intentions. Implications of the study are discussed, including leadership and development practices to enhance emotional intelligence among employees in jobs requiring high levels of emotional investment, as well as the use of the culturally adapted emotional intelligence self-report measure developed by Singh (2004).","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46078189","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Simone M. Schenk, R. Poell, W. D. de Lange, P.Robert-Jan Simons
The aim of this study is to investigate whether it is possible for a manager to get a professional to become conscious of his or her thoughts during a complex new social experience. In all, 19 managers from organizations in the Netherlands were trained to use the Episodic Memory Interview (EMI), a method to retrieve thoughts intertwined with episodic memory. The managers conducted interviews with professionals immediately at the end of training sessions and after some time at the workplace. In this quasi-experimental longitudinal study, we analyzed 104 interviews in a deductive way. We found that managers often succeeded in using EMI after training, and even more often back at the workplace. We conclude that it is possible for managers to get professionals to retrieve thoughts that occurred during a complex new social experience and become conscious of them. Hence, EMI can contribute to research on the conscious competence learning model on how to advance to the conscious incompetence stage.
{"title":"Improving Performance Management Interviews Between Managers and Professionals: A Longitudinal Study on Talking About the Development of Complex New Social Behavior","authors":"Simone M. Schenk, R. Poell, W. D. de Lange, P.Robert-Jan Simons","doi":"10.1037/mgr0000067","DOIUrl":"https://doi.org/10.1037/mgr0000067","url":null,"abstract":"The aim of this study is to investigate whether it is possible for a manager to get a professional to become conscious of his or her thoughts during a complex new social experience. In all, 19 managers from organizations in the Netherlands were trained to use the Episodic Memory Interview (EMI), a method to retrieve thoughts intertwined with episodic memory. The managers conducted interviews with professionals immediately at the end of training sessions and after some time at the workplace. In this quasi-experimental longitudinal study, we analyzed 104 interviews in a deductive way. We found that managers often succeeded in using EMI after training, and even more often back at the workplace. We conclude that it is possible for managers to get professionals to retrieve thoughts that occurred during a complex new social experience and become conscious of them. Hence, EMI can contribute to research on the conscious competence learning model on how to advance to the conscious incompetence stage.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47100247","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent scholars (Twenge & Campbell, 2009) have documented a continuing trend, generation by generation, of increasing levels of narcissism in the American population. This ongoing trend has often been associated with the millennial generation, who, on average, register increased levels of subclinical narcissism when compared with previous generations. Higher narcissism levels come with important implications for the classroom and workplace. In this study, we argued that one relevant concern would be teamwork skills. We argued that individuals higher on narcissism, and particularly those high on the subdimensions of entitlement and superiority, would be overconfident and would acquire fewer behavioral skills in a behaviorally based learning environment. We found some evidence to support these concerns and discussed our study and its implications for scholars, managers, and educators. We close with a call to readers to not conflate the millennial generation with narcissism generally, nor to overreact to the documented rise in narcissism levels, but to focus on its most problematic aspects in individual students and employees who demonstrate these attributes.
{"title":"Narcissism and Teamwork Skill Acquisition in Management Education","authors":"Robert C. Giambatista, J. D. Hoover","doi":"10.1037/mgr0000064","DOIUrl":"https://doi.org/10.1037/mgr0000064","url":null,"abstract":"Recent scholars (Twenge & Campbell, 2009) have documented a continuing trend, generation by generation, of increasing levels of narcissism in the American population. This ongoing trend has often been associated with the millennial generation, who, on average, register increased levels of subclinical narcissism when compared with previous generations. Higher narcissism levels come with important implications for the classroom and workplace. In this study, we argued that one relevant concern would be teamwork skills. We argued that individuals higher on narcissism, and particularly those high on the subdimensions of entitlement and superiority, would be overconfident and would acquire fewer behavioral skills in a behaviorally based learning environment. We found some evidence to support these concerns and discussed our study and its implications for scholars, managers, and educators. We close with a call to readers to not conflate the millennial generation with narcissism generally, nor to overreact to the documented rise in narcissism levels, but to focus on its most problematic aspects in individual students and employees who demonstrate these attributes.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43373238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Christopher B. Stone, M. Lengnick-Hall, J. Muldoon
The purpose of this study is to determine how hiring managers perceive applicants who have U.S. military job experience (i.e., military veterans) and how these perceptions affect ratings of perceived job fit. The study was conducted using an experimental design in which participants reviewed a job description and rated a series of resumes on perceived job fit. The results of the study provide evidence that U.S. military veterans may be stereotyped based on their group membership, and these stereotypes may influence ratings of perceived job fit. This study provides implications for hiring managers by demonstrating potential biases when reviewing resumes of applicants who have military experience. In addition, this study provides evidence of potential barriers to employment that may be a contributing factor in high veteran unemployment rates.
{"title":"Do Stereotypes of Veterans Affect Chances of Employment?","authors":"Christopher B. Stone, M. Lengnick-Hall, J. Muldoon","doi":"10.1037/mgr0000068","DOIUrl":"https://doi.org/10.1037/mgr0000068","url":null,"abstract":"The purpose of this study is to determine how hiring managers perceive applicants who have U.S. military job experience (i.e., military veterans) and how these perceptions affect ratings of perceived job fit. The study was conducted using an experimental design in which participants reviewed a job description and rated a series of resumes on perceived job fit. The results of the study provide evidence that U.S. military veterans may be stereotyped based on their group membership, and these stereotypes may influence ratings of perceived job fit. This study provides implications for hiring managers by demonstrating potential biases when reviewing resumes of applicants who have military experience. In addition, this study provides evidence of potential barriers to employment that may be a contributing factor in high veteran unemployment rates.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42741644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Reported incidents of workplace bullying are on the rise across workplaces around the country and the globe. This article draws on my experience in working with these issues for over 25 years and illustrates some of its themes in a 2-part case study. The article describes a series of well-intentioned but ineffective responses to incidents of workplace bullying that could be taken by a manager, defines bullying in terms of an attempt by the bully to remove power from the target and retain that control for themselves, distinguishes between true bullying at work and aggressive nonbullying behavior, and identifies a suite of 12 effective responses to workplace bullying that could be taken by organizations committed to creating a zero-tolerance culture.
{"title":"Responding to an Incident of Bullying at Work: An Opportunity to Create a Zero-Tolerance Culture","authors":"Aryanne Oade","doi":"10.1037/mgr0000065","DOIUrl":"https://doi.org/10.1037/mgr0000065","url":null,"abstract":"Reported incidents of workplace bullying are on the rise across workplaces around the country and the globe. This article draws on my experience in working with these issues for over 25 years and illustrates some of its themes in a 2-part case study. The article describes a series of well-intentioned but ineffective responses to incidents of workplace bullying that could be taken by a manager, defines bullying in terms of an attempt by the bully to remove power from the target and retain that control for themselves, distinguishes between true bullying at work and aggressive nonbullying behavior, and identifies a suite of 12 effective responses to workplace bullying that could be taken by organizations committed to creating a zero-tolerance culture.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2018-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46847855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recently, an executive contacted me to tell me he had taken a personality test and that the results had a profound impact on him. Part of the reason for this was because he was able to contrast his results against those of each of his direct reports. Through this comparison, he realized that he had almost the exact opposite style as everyone he was leading. He was process oriented; they weren’t. He was rational and logical, yet they responded to inspirational messages. In describing this pattern to me, he said, “I know these results are important and meaningful, but I don’t know how to make use of them. That’s what I need your help with.” This mindset of “that’s interesting, but I’m not sure what to do with it” reflects much of my professional experience in using personality testing with leaders and managers. Unfortunately, the user’s inability to make full use of the results threatens the value of these tools. Often these tests are precise, predictive, and rigorously developed. However, smart and motivated leaders still need help simplifying the findings, embracing or exploiting their positive traits, and managing their counterproductive derailers. This is exactly what Becoming a Strategic Leader seeks to do—to help us to use personality data more effectively, and in so doing release its full impact. This is a worthwhile objective, and the book is quite successful in achieving this aim.
{"title":"Review of Becoming a Strategic Leader","authors":"Tim Jackson","doi":"10.1037/mgr0000062","DOIUrl":"https://doi.org/10.1037/mgr0000062","url":null,"abstract":"Recently, an executive contacted me to tell me he had taken a personality test and that the results had a profound impact on him. Part of the reason for this was because he was able to contrast his results against those of each of his direct reports. Through this comparison, he realized that he had almost the exact opposite style as everyone he was leading. He was process oriented; they weren’t. He was rational and logical, yet they responded to inspirational messages. In describing this pattern to me, he said, “I know these results are important and meaningful, but I don’t know how to make use of them. That’s what I need your help with.” This mindset of “that’s interesting, but I’m not sure what to do with it” reflects much of my professional experience in using personality testing with leaders and managers. Unfortunately, the user’s inability to make full use of the results threatens the value of these tools. Often these tests are precise, predictive, and rigorously developed. However, smart and motivated leaders still need help simplifying the findings, embracing or exploiting their positive traits, and managing their counterproductive derailers. This is exactly what Becoming a Strategic Leader seeks to do—to help us to use personality data more effectively, and in so doing release its full impact. This is a worthwhile objective, and the book is quite successful in achieving this aim.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2017-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47958920","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The conventional design of executive compensation plans is based on an outdated model of executive agency. By undertaking a detailed examination of the psychology of executive incentives, empirical work described in this article has provided a better understanding of the relationship between executives’ pay and their motivation. Four key points emerge. First, executives are much more risk averse than financial theory predicts. Second, executives are very high time discounters, thus reducing the perceived value of deferred rewards. Third, intrinsic motivation is much more important than admitted by traditional economic theory. Fourth, executives are more concerned about the perceived fairness of their awards relative to peers than in absolute amounts. Our research suggests that companies would be better off paying generous salaries, and using annual cash bonuses to incentivize desired actions and behaviors. Executives should be required to invest their bonuses in company shares until they have sufficient “skin in the game” to align their interests with shareholders. As far as possible, the use of equity plans, especially complex, high-powered, performance-based plans, should be kept to a minimum.
{"title":"Applying Economic Psychology to the Problem of Executive Compensation","authors":"Alexander Pepper","doi":"10.1037/mgr0000055","DOIUrl":"https://doi.org/10.1037/mgr0000055","url":null,"abstract":"The conventional design of executive compensation plans is based on an outdated model of executive agency. By undertaking a detailed examination of the psychology of executive incentives, empirical work described in this article has provided a better understanding of the relationship between executives’ pay and their motivation. Four key points emerge. First, executives are much more risk averse than financial theory predicts. Second, executives are very high time discounters, thus reducing the perceived value of deferred rewards. Third, intrinsic motivation is much more important than admitted by traditional economic theory. Fourth, executives are more concerned about the perceived fairness of their awards relative to peers than in absolute amounts. Our research suggests that companies would be better off paying generous salaries, and using annual cash bonuses to incentivize desired actions and behaviors. Executives should be required to invest their bonuses in company shares until they have sufficient “skin in the game” to align their interests with shareholders. As far as possible, the use of equity plans, especially complex, high-powered, performance-based plans, should be kept to a minimum.","PeriodicalId":44734,"journal":{"name":"Psychologist-Manager Journal","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2017-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45034926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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