Pub Date : 2023-12-15DOI: 10.1080/08959285.2023.2291208
Dan Asfar, J. Oostrom, Mark Van Vugt, Marise Born
{"title":"The Normative Judgment Test of Honesty-Humility: An Implicit Instrument for Organizational Contexts","authors":"Dan Asfar, J. Oostrom, Mark Van Vugt, Marise Born","doi":"10.1080/08959285.2023.2291208","DOIUrl":"https://doi.org/10.1080/08959285.2023.2291208","url":null,"abstract":"","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"42 43","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138995902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-02DOI: 10.1080/08959285.2023.2275983
Ying-Ni Cheng, Zoe Magraw-Mickelson
ABSTRACTThese two studies tested how supervisors’ use of coercive or reward power influences individuals’ creativity and examined whether subordinates’ need for achievement affects this process. Dyad data were collected from two studies at two time points. The studies indicated that supervisors’ use of coercive or reward power affected subordinates’ identification with supervisor and thereby enhanced subordinate creativity. Interestingly, these results suggest that the functional effects of using coercion are positive if punishments are contingent upon performance. The pattern of the results showed that fear of failure moderated the relationship between supervisors’ use of coercive power and subordinates’ identification with supervisor. Subordinates’ hope for success strengthened the positive effects of supervisors’ use of contingent rewards on subordinates’ identification with supervisor, while these positive effects would be attenuated if supervisors used noncontingent rewards. Theoretical and practical implications of the study findings are discussed. Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data used in the study will be made available by the authors upon reasonable request.Notes1 We assessed the size of mediated effects by adopting Fairchild et al. (Citation2009) approach, which calculated the effect size of the mediation effect by dividing the indirect effect by the total effect. For Study 1, the effect sizes of (1) the mediation (i.e., Supervisors’ use of coercive power – Subordinates’ identification with supervisor – Subordinate creativity) is about 17% of this association and (2) the mediation (Supervisors’ use of reward power – Subordinates’ identification with supervisor – Subordinate creativity) is about 17% of this association. In other words, subordinates’ identification with supervisor acted as a mediator in the pathway between supervisors’ use of coercive/reward power and subordinate creativity, and accounted for about 17% of this relation (that is the effect size of the mediation effect). For Study 2, the effect sizes of (1) the mediation (i.e., Supervisors’ use of noncontingent coercive power – Subordinates’ identification with supervisor – Subordinate creativity) is 43% of this association and (2) the mediation (Supervisors’ use of contingent reward power – Subordinates’ identification with supervisor – Subordinate creativity) is 62% of this association. The ΔR2 effect sizes of Study 2 is much larger than Study 1. This difference indicates that supervisors’ use of power can better explain their effects on the mediator and dependent variable when the power bases (rewards and coercion) are differentiated into contingent or noncontingent types. Also, this difference suggests that being treated fairly by supervisors conveys evaluative information that makes subordinates feel respected, valued, and self-enhanced (Wiesenfeld et al., Citation2007). Thus, compare
摘要这两项研究考察了管理者使用强制或奖励权力对个体创造力的影响，并考察了下属对成就的需求是否影响这一过程。从两个时间点的两个研究中收集了两组数据。研究表明，主管使用强制或奖励权力会影响下属对主管的认同，从而增强下属的创造力。有趣的是，这些结果表明，如果惩罚取决于表现，使用强制的功能效应是积极的。结果显示，对失败的恐惧调节了主管强制权力使用与下属对主管认同的关系。下属的成功希望强化了主管使用偶然奖励对下属认同的积极作用，而如果主管使用非偶然奖励，这种积极作用会减弱。讨论了研究结果的理论和实践意义。披露声明作者未报告潜在的利益冲突。数据可用性声明研究中使用的数据将由作者在合理的要求下提供。注1我们采用Fairchild et al. (Citation2009)方法评估中介效应的大小，该方法通过间接效应除以总效应来计算中介效应的效应大小。在研究1中，(1)中介(即主管使用强制权力-下属认同主管-下属创造力)的效应量约为该关联的17%，(2)中介(即主管使用奖励权力-下属认同主管-下属创造力)的效应量约为该关联的17%。也就是说，下属对上司的认同在上司使用强制/奖励权力与下属创造力之间的路径中起中介作用，约占该关系的17%(即中介效应的效应大小)。在研究2中，(1)中介(即主管使用非偶然强制权力-下属认同主管-下属创造力)的效应量为该关联的43%，(2)中介(即主管使用偶然奖励权力-下属认同主管-下属创造力)的效应量为该关联的62%。研究2的ΔR2效应量远大于研究1。这一差异表明，当权力基础(奖励和强制)被区分为偶然或非偶然类型时，管理者的权力使用可以更好地解释其对中介变量和因变量的影响。此外，这种差异表明，受到主管的公平对待传达了可评估的信息，使下属感到受到尊重、重视和自我提升(Wiesenfeld et al.， Citation2007)。因此，与在研究1中接受未指定的奖励或强制相比，下属更认同能够提供工具性利益的偶然奖励主管。因此，从事创造性的表演来回报他们确定的主管是有希望的未来与以往大多数组织行为学/人力资源研究相比，这两项研究的调节效应量似乎是可以接受的。Aguinis等人(Citation2005)报告了在196个荟萃分析样本中，适度检验的平均校正效应大小(f2) = 0.002, R2值可转换为0.0019。Kenny (Citation2018)认为，“也许更现实的效应量标准可能是0.005、0.01和0.025，分别适用于小型、中型和大型”，并乐观地希望获得这2个效应量。本研究得到了国家科学技术部的部分资助(编号109-2410-H-606-004)。
{"title":"Mechanisms Underlying the Use of Power-Creativity Relationship in the Military: Achievement Motivation and Identification","authors":"Ying-Ni Cheng, Zoe Magraw-Mickelson","doi":"10.1080/08959285.2023.2275983","DOIUrl":"https://doi.org/10.1080/08959285.2023.2275983","url":null,"abstract":"ABSTRACTThese two studies tested how supervisors’ use of coercive or reward power influences individuals’ creativity and examined whether subordinates’ need for achievement affects this process. Dyad data were collected from two studies at two time points. The studies indicated that supervisors’ use of coercive or reward power affected subordinates’ identification with supervisor and thereby enhanced subordinate creativity. Interestingly, these results suggest that the functional effects of using coercion are positive if punishments are contingent upon performance. The pattern of the results showed that fear of failure moderated the relationship between supervisors’ use of coercive power and subordinates’ identification with supervisor. Subordinates’ hope for success strengthened the positive effects of supervisors’ use of contingent rewards on subordinates’ identification with supervisor, while these positive effects would be attenuated if supervisors used noncontingent rewards. Theoretical and practical implications of the study findings are discussed. Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data used in the study will be made available by the authors upon reasonable request.Notes1 We assessed the size of mediated effects by adopting Fairchild et al. (Citation2009) approach, which calculated the effect size of the mediation effect by dividing the indirect effect by the total effect. For Study 1, the effect sizes of (1) the mediation (i.e., Supervisors’ use of coercive power – Subordinates’ identification with supervisor – Subordinate creativity) is about 17% of this association and (2) the mediation (Supervisors’ use of reward power – Subordinates’ identification with supervisor – Subordinate creativity) is about 17% of this association. In other words, subordinates’ identification with supervisor acted as a mediator in the pathway between supervisors’ use of coercive/reward power and subordinate creativity, and accounted for about 17% of this relation (that is the effect size of the mediation effect). For Study 2, the effect sizes of (1) the mediation (i.e., Supervisors’ use of noncontingent coercive power – Subordinates’ identification with supervisor – Subordinate creativity) is 43% of this association and (2) the mediation (Supervisors’ use of contingent reward power – Subordinates’ identification with supervisor – Subordinate creativity) is 62% of this association. The ΔR2 effect sizes of Study 2 is much larger than Study 1. This difference indicates that supervisors’ use of power can better explain their effects on the mediator and dependent variable when the power bases (rewards and coercion) are differentiated into contingent or noncontingent types. Also, this difference suggests that being treated fairly by supervisors conveys evaluative information that makes subordinates feel respected, valued, and self-enhanced (Wiesenfeld et al., Citation2007). Thus, compare","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"29 8","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135972665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-26DOI: 10.1080/08959285.2023.2261002
Hana Huang Johnson, Dustin Bluhm, Sean Hannah, Bruce Avolio, Paul Lester
ABSTRACTScholars have criticized positive leadership styles, such as authentic leadership, as being limited to influencing follower performance through relations-oriented behaviors without necessarily providing more task-oriented direction. Applying this behavioral leadership theory dichotomy, we extend authentic leadership theory and research by proposing and testing how authentic leadership influences followers’ psychological capital (PsyCap) and subsequent performance through both relations- (organizational identification) and task-oriented (role clarity) pathways. The results of a three-wave field study, multiple experiments, and a time-lagged, multi-source field study support that authentic leadership influences follower psychological resources and performance through both organizational identification and role clarity. Moreover, our results hold when controlling for other leadership constructs (ethical and transformational leadership) and other potential mediators that have been the focus of prior authentic leadership research (leader trustworthiness, leader identification, and LMX). We discuss the implications of our findings for expanding work on authentic leadership by examining a more task-oriented focus in future research, including how this research sheds light on several recent critiques of authentic leadership theory. Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 Scholars have used different terms or labels for these two perspectives including concern for people and production (Blake & Mouton, Citation1964), consideration and initiating structure (Stogdill, Citation1963), and employee versus production orientation (Likert, Citation1961).2 Due to 329 leaders having one follower, we also ran the analysis as a single-level analysis, and results are consistent with the results of the multi-level analysis.3 The 23 observed variables at Level 1 (6 items measuring role clarity, 6 items measuring organizational identification, 4 parcels measuring PsyCap, and 7 items measuring LMX) provided 276 observations as a result of the variances and covariances among the 23 observed variables (calculated as (p*(p + 1))/2) and 23 means. The 8 observed variables at Level 2 (4 parcels measuring authentic leadership and 4 parcels measuring transformational leadership) provided 36 observations as a result of variance and covariances among the 8 observed variables and 8 means. This totals 343. We loaded these items on each of their respective latent factors, so six latent factors were modeled. One factor loading in each of the six latent factors was fixed at 1. Thus, the number of parameters we estimated in this 6-factor CFA model was 25 factor loadings (31 observed variables minus the 6 fixed factor loadings) + 31 variances (because we have 31 observed variables) + 6 variances for each of the latent variables + 7 covariances (each pair of the 4 latent variables at Level 1 and the pair of the 2 latent variable at
{"title":"Authentic Leadership’s Impact on Follower Psychological Capital and Performance Through Organizational Identification and Role Clarity","authors":"Hana Huang Johnson, Dustin Bluhm, Sean Hannah, Bruce Avolio, Paul Lester","doi":"10.1080/08959285.2023.2261002","DOIUrl":"https://doi.org/10.1080/08959285.2023.2261002","url":null,"abstract":"ABSTRACTScholars have criticized positive leadership styles, such as authentic leadership, as being limited to influencing follower performance through relations-oriented behaviors without necessarily providing more task-oriented direction. Applying this behavioral leadership theory dichotomy, we extend authentic leadership theory and research by proposing and testing how authentic leadership influences followers’ psychological capital (PsyCap) and subsequent performance through both relations- (organizational identification) and task-oriented (role clarity) pathways. The results of a three-wave field study, multiple experiments, and a time-lagged, multi-source field study support that authentic leadership influences follower psychological resources and performance through both organizational identification and role clarity. Moreover, our results hold when controlling for other leadership constructs (ethical and transformational leadership) and other potential mediators that have been the focus of prior authentic leadership research (leader trustworthiness, leader identification, and LMX). We discuss the implications of our findings for expanding work on authentic leadership by examining a more task-oriented focus in future research, including how this research sheds light on several recent critiques of authentic leadership theory. Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 Scholars have used different terms or labels for these two perspectives including concern for people and production (Blake & Mouton, Citation1964), consideration and initiating structure (Stogdill, Citation1963), and employee versus production orientation (Likert, Citation1961).2 Due to 329 leaders having one follower, we also ran the analysis as a single-level analysis, and results are consistent with the results of the multi-level analysis.3 The 23 observed variables at Level 1 (6 items measuring role clarity, 6 items measuring organizational identification, 4 parcels measuring PsyCap, and 7 items measuring LMX) provided 276 observations as a result of the variances and covariances among the 23 observed variables (calculated as (p*(p + 1))/2) and 23 means. The 8 observed variables at Level 2 (4 parcels measuring authentic leadership and 4 parcels measuring transformational leadership) provided 36 observations as a result of variance and covariances among the 8 observed variables and 8 means. This totals 343. We loaded these items on each of their respective latent factors, so six latent factors were modeled. One factor loading in each of the six latent factors was fixed at 1. Thus, the number of parameters we estimated in this 6-factor CFA model was 25 factor loadings (31 observed variables minus the 6 fixed factor loadings) + 31 variances (because we have 31 observed variables) + 6 variances for each of the latent variables + 7 covariances (each pair of the 4 latent variables at Level 1 and the pair of the 2 latent variable at","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134886834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-20DOI: 10.1080/08959285.2023.2248961
Ian M. Hughes, Zachary J. Levey, Juseob Lee, S. Jex
ABSTRACT The present research examines the relations between OCB and interpersonal mistreatment from the lens of the Moral Balance Model, wherein good deeds provide moral credits that enable immoral behavior. We suggest that OCB may license engagement in morally equivalent forms of interpersonal mistreatment, such as instigated incivility, and not more immoral forms of mistreatment, such as interpersonally targeted counterproductive work behavior (CWB-I). Moreover, we posit that the licensing effects of OCB likely occur quickly, such as across a typical work week. Across two studies (N Study 1 = 209, N Study 2 = 192), we largely find support for our propositions. In our first study, using a rating task, we find that certain forms of instigated incivility are more theoretically suited for tests of OCB-related moral licensing when compared to CWB-I. Then, in our second study using a within-week time-lagged sample of service employees, we find that OCB at the beginning of the week relates to two kinds of instigated incivility (i.e. privacy invasion and exclusionary behavior) at the end of the week through moral credits gained at the middle of the week. As anticipated, these moral credits did not license engagement in CWB-I. Implications for research and practice are discussed.
{"title":"Doing Good to Be (Subtly) Bad: A Moral Licensing View on the Relations Between Organizational Citizenship Behavior and Instigated Incivility","authors":"Ian M. Hughes, Zachary J. Levey, Juseob Lee, S. Jex","doi":"10.1080/08959285.2023.2248961","DOIUrl":"https://doi.org/10.1080/08959285.2023.2248961","url":null,"abstract":"ABSTRACT The present research examines the relations between OCB and interpersonal mistreatment from the lens of the Moral Balance Model, wherein good deeds provide moral credits that enable immoral behavior. We suggest that OCB may license engagement in morally equivalent forms of interpersonal mistreatment, such as instigated incivility, and not more immoral forms of mistreatment, such as interpersonally targeted counterproductive work behavior (CWB-I). Moreover, we posit that the licensing effects of OCB likely occur quickly, such as across a typical work week. Across two studies (N Study 1 = 209, N Study 2 = 192), we largely find support for our propositions. In our first study, using a rating task, we find that certain forms of instigated incivility are more theoretically suited for tests of OCB-related moral licensing when compared to CWB-I. Then, in our second study using a within-week time-lagged sample of service employees, we find that OCB at the beginning of the week relates to two kinds of instigated incivility (i.e. privacy invasion and exclusionary behavior) at the end of the week through moral credits gained at the middle of the week. As anticipated, these moral credits did not license engagement in CWB-I. Implications for research and practice are discussed.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"1 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41773744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-12DOI: 10.1080/08959285.2023.2222273
Mary B. Mawritz, Maureen L. Ambrose, Manuela Priesemuth
ABSTRACT Extant research on abusive supervision recognizes that attributes of the supervisor, subordinate, and situation contribute to abuse. However, little research has examined the interplay of all three factors in predicting abusive supervision. Thus, we first take an actor-focused perspective and identify supervisor trait anger and moral justification as “hot” and “cold” personality traits that encompass a preparedness to aggress and serve as antecedents of subordinates’ perceptions of abusive supervision. Then, we integrate trait activation theory to examine both subordinates’ self-esteem and supervisors’ job stressors as trait-relevant moderators. We predict two-way and three-way interactions for both supervisor trait anger and moral justification. Using a multisource, field study, we found general support for the hypothesized effects. We discuss the implications of our findings for research and practice.
{"title":"Toxic Triads: Supervisor Characteristics, Subordinate Self-Esteem, and Supervisor Stressors in Relation to Perceptions of Abusive Supervision","authors":"Mary B. Mawritz, Maureen L. Ambrose, Manuela Priesemuth","doi":"10.1080/08959285.2023.2222273","DOIUrl":"https://doi.org/10.1080/08959285.2023.2222273","url":null,"abstract":"ABSTRACT Extant research on abusive supervision recognizes that attributes of the supervisor, subordinate, and situation contribute to abuse. However, little research has examined the interplay of all three factors in predicting abusive supervision. Thus, we first take an actor-focused perspective and identify supervisor trait anger and moral justification as “hot” and “cold” personality traits that encompass a preparedness to aggress and serve as antecedents of subordinates’ perceptions of abusive supervision. Then, we integrate trait activation theory to examine both subordinates’ self-esteem and supervisors’ job stressors as trait-relevant moderators. We predict two-way and three-way interactions for both supervisor trait anger and moral justification. Using a multisource, field study, we found general support for the hypothesized effects. We discuss the implications of our findings for research and practice.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"180 - 199"},"PeriodicalIF":2.2,"publicationDate":"2023-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43024985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-08DOI: 10.1080/08959285.2023.2222272
I. Dimas, Pedro Torres, T. Rebelo, P. Lourenço
ABSTRACT This study investigates how two team processes (team learning, team conflict) and two team emergent states (team trust and team psychological safety) combine to yield three team effectiveness dimensions: team performance, quality of the group experience and team viability. Eighty-two teams (353 team members and 82 team leaders) were surveyed. Using a configurational approach, different routes that lead to the same outcome were identified. Moreover, the results suggest that the conditions that lead to high levels of team effectiveness are not the mirror opposite of the conditions that lead to low levels. The findings emphasize the importance of monitoring the effectiveness of a team in its different components and reinforce the notion that cognitive trust is a core condition for team success. Additionally, it is shown that the importance of intragroup conflicts for team effectiveness is contingent on the presence of other processes and emergent states.
{"title":"Paths to Team Success: A Configurational Analysis of Team Effectiveness","authors":"I. Dimas, Pedro Torres, T. Rebelo, P. Lourenço","doi":"10.1080/08959285.2023.2222272","DOIUrl":"https://doi.org/10.1080/08959285.2023.2222272","url":null,"abstract":"ABSTRACT This study investigates how two team processes (team learning, team conflict) and two team emergent states (team trust and team psychological safety) combine to yield three team effectiveness dimensions: team performance, quality of the group experience and team viability. Eighty-two teams (353 team members and 82 team leaders) were surveyed. Using a configurational approach, different routes that lead to the same outcome were identified. Moreover, the results suggest that the conditions that lead to high levels of team effectiveness are not the mirror opposite of the conditions that lead to low levels. The findings emphasize the importance of monitoring the effectiveness of a team in its different components and reinforce the notion that cognitive trust is a core condition for team success. Additionally, it is shown that the importance of intragroup conflicts for team effectiveness is contingent on the presence of other processes and emergent states.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"155 - 179"},"PeriodicalIF":2.2,"publicationDate":"2023-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41495331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-27DOI: 10.1080/08959285.2023.2219060
Yan Bao, S. Liao, Jianqiao Liao, Fubin Sun, Shanxing Gao
ABSTRACT Identification occurs when two individuals share the same concept of self-identity. Building on this identity theory, we use a polynomial regression and response surface analytical framework to examine the effect of leader – subordinate power distance orientation (PDO) congruence on leader identification, and the consequent influence of leader identification on subordinate work engagement. In addition, we explored the moderating effect of team structure clarity on the relationship between leader – subordinate PDO congruence and leader identification, and proposed that team structure clarity moderates the indirect effect of leader – subordinate PDO congruence on work engagement through leader identification. Our study not only enriches the body of research on the effects of leader – subordinate PDO congruence, but it also provides practical guidance to managers on building clear team structures that can strengthen the positive effects of leader – subordinate PDO congruence on work engagement.
{"title":"When Does Leader–Subordinate (In)Congruence in Power Distance Orientation Affect Employees’ Work Engagement? The Moderating Effect of Team Structure Clarity","authors":"Yan Bao, S. Liao, Jianqiao Liao, Fubin Sun, Shanxing Gao","doi":"10.1080/08959285.2023.2219060","DOIUrl":"https://doi.org/10.1080/08959285.2023.2219060","url":null,"abstract":"ABSTRACT Identification occurs when two individuals share the same concept of self-identity. Building on this identity theory, we use a polynomial regression and response surface analytical framework to examine the effect of leader – subordinate power distance orientation (PDO) congruence on leader identification, and the consequent influence of leader identification on subordinate work engagement. In addition, we explored the moderating effect of team structure clarity on the relationship between leader – subordinate PDO congruence and leader identification, and proposed that team structure clarity moderates the indirect effect of leader – subordinate PDO congruence on work engagement through leader identification. Our study not only enriches the body of research on the effects of leader – subordinate PDO congruence, but it also provides practical guidance to managers on building clear team structures that can strengthen the positive effects of leader – subordinate PDO congruence on work engagement.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"109 - 131"},"PeriodicalIF":2.2,"publicationDate":"2023-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49038647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-04DOI: 10.1080/08959285.2023.2208362
Yasir Mansoor Kundi, Subhan Shahid
ABSTRACT Despite increasing studies on team creativity, the relationship between joint decision-making and team creativity needs further exploration. Our study employs social exchange theory to investigate the potential bidirectional association between joint decision-making and team psychological safety while also exploring the role of participative leadership as a contextual constraint on this relationship. Through our analysis, we aim to shed light on the vital role of team psychological safety in mediating the moderating effect of participative leadership on the linkage between joint decision-making and team creativity. We test our hypotheses using a sample of 372 employees in 75 teams with a time-lagged research design. Our results demonstrated that joint decision-making is positively related to team psychological safety, and participative leadership strengthened the association between joint decision-making and team psychological safety and the association between joint decision-making and team creativity via team psychological safety. Overall, our findings suggest that team creativity could be improved if leaders can enhance their participative behaviors and identify appropriate channels for employees to feel psychologically safe in the workplace.
{"title":"Joint Decision-Making and Team Outcomes: Examining Cross-Lagged Relationships and the Roles of Psychological Safety and Participative Leadership","authors":"Yasir Mansoor Kundi, Subhan Shahid","doi":"10.1080/08959285.2023.2208362","DOIUrl":"https://doi.org/10.1080/08959285.2023.2208362","url":null,"abstract":"ABSTRACT Despite increasing studies on team creativity, the relationship between joint decision-making and team creativity needs further exploration. Our study employs social exchange theory to investigate the potential bidirectional association between joint decision-making and team psychological safety while also exploring the role of participative leadership as a contextual constraint on this relationship. Through our analysis, we aim to shed light on the vital role of team psychological safety in mediating the moderating effect of participative leadership on the linkage between joint decision-making and team creativity. We test our hypotheses using a sample of 372 employees in 75 teams with a time-lagged research design. Our results demonstrated that joint decision-making is positively related to team psychological safety, and participative leadership strengthened the association between joint decision-making and team psychological safety and the association between joint decision-making and team creativity via team psychological safety. Overall, our findings suggest that team creativity could be improved if leaders can enhance their participative behaviors and identify appropriate channels for employees to feel psychologically safe in the workplace.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"89 - 108"},"PeriodicalIF":2.2,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45946348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-15DOI: 10.1080/08959285.2023.2205140
L. Liang, Christianne T. Varty, Huiwen Lian, Douglas J. Brown, Denise Law, Jieying Chen, Rochelle Evans
ABSTRACT Although there are numerous benefits associated with organizational citizenship behaviors (OCBs), recent research has shown that they can have both benefits and costs for the well-being of employees engaging in these behaviors. Thus, it is crucial to understand how and why OCBs can have positive and negative impacts on well-being in order to mitigate unintended consequences associated with these otherwise positive behaviors. Drawing on social exchange and conservation of resources theories, we argue that change in OCBs that subordinates direct toward their supervisors correspond with changes in supervisor consideration and initiating structure behaviors, as rated by subordinates. In turn, subordinate perceptions of supervisor behaviors have important implications for subordinate well-being (i.e. job satisfaction, life satisfaction, and emotional exhaustion). Using a longitudinal design and a sample of 205 students, we found that supervisor consideration and initiating structure in response to receiving OCBs from subordinates explains the benefits and costs that arise from engaging in OCBs over time.
{"title":"Subordinate Organizational Citizenship Behavior Trajectories and Well-Being: The Mediating Roles of Perceived Supervisor Consideration and Initiating Structure","authors":"L. Liang, Christianne T. Varty, Huiwen Lian, Douglas J. Brown, Denise Law, Jieying Chen, Rochelle Evans","doi":"10.1080/08959285.2023.2205140","DOIUrl":"https://doi.org/10.1080/08959285.2023.2205140","url":null,"abstract":"ABSTRACT Although there are numerous benefits associated with organizational citizenship behaviors (OCBs), recent research has shown that they can have both benefits and costs for the well-being of employees engaging in these behaviors. Thus, it is crucial to understand how and why OCBs can have positive and negative impacts on well-being in order to mitigate unintended consequences associated with these otherwise positive behaviors. Drawing on social exchange and conservation of resources theories, we argue that change in OCBs that subordinates direct toward their supervisors correspond with changes in supervisor consideration and initiating structure behaviors, as rated by subordinates. In turn, subordinate perceptions of supervisor behaviors have important implications for subordinate well-being (i.e. job satisfaction, life satisfaction, and emotional exhaustion). Using a longitudinal design and a sample of 205 students, we found that supervisor consideration and initiating structure in response to receiving OCBs from subordinates explains the benefits and costs that arise from engaging in OCBs over time.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"64 - 88"},"PeriodicalIF":2.2,"publicationDate":"2023-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47922305","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-07DOI: 10.1080/08959285.2023.2174120
Erica C. Holley, Chase E. Thiel, James Avey
ABSTRACT Lower levels of organizational justice relative to one’s peers can negatively influence an employee’s well-being, diminish work satisfaction, and increase apathy. However, not all employees that perceive lower organizational justice respond in the same way. Using affective events theory as a theoretical framework, we draw on the organizational justice, resilience, and emotions literatures to identify a critical factor that may facilitate adaptive responses to lower organizational justice and preserve employee resilience. We propose that cognitive reappraisal, an antecedent-focused emotional regulation strategy, may attenuate the negative impact of lower organizational justice on employee resilience, and ultimately, protect other critical employee outcomes (i.e employee psychological well-being, job satisfaction, and citizenship behavior). Across two large field surveys of employees, we find support for our model.
{"title":"Justice perceptions and reappraisal: A path to preserving employee resilience","authors":"Erica C. Holley, Chase E. Thiel, James Avey","doi":"10.1080/08959285.2023.2174120","DOIUrl":"https://doi.org/10.1080/08959285.2023.2174120","url":null,"abstract":"ABSTRACT Lower levels of organizational justice relative to one’s peers can negatively influence an employee’s well-being, diminish work satisfaction, and increase apathy. However, not all employees that perceive lower organizational justice respond in the same way. Using affective events theory as a theoretical framework, we draw on the organizational justice, resilience, and emotions literatures to identify a critical factor that may facilitate adaptive responses to lower organizational justice and preserve employee resilience. We propose that cognitive reappraisal, an antecedent-focused emotional regulation strategy, may attenuate the negative impact of lower organizational justice on employee resilience, and ultimately, protect other critical employee outcomes (i.e employee psychological well-being, job satisfaction, and citizenship behavior). Across two large field surveys of employees, we find support for our model.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"45 - 63"},"PeriodicalIF":2.2,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48286924","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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