Pub Date : 2023-10-31DOI: 10.1108/jmp-03-2022-0128
Yunshuo Liu, Shuzhen Liu, Ruijian Liu, Yuanyuan Liu
Purpose The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty. Design/methodology/approach The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method. Findings Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience. Originality/value The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.
{"title":"Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study","authors":"Yunshuo Liu, Shuzhen Liu, Ruijian Liu, Yuanyuan Liu","doi":"10.1108/jmp-03-2022-0128","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0128","url":null,"abstract":"Purpose The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty. Design/methodology/approach The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method. Findings Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience. Originality/value The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872418","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-20DOI: 10.1108/jmp-03-2022-0155
Sang Hun Sung, Jee Young Seong, Doo-Seung Hong, Linyuan Zhang
Purpose This paper investigates the interaction effects of gender diversity and diversity beliefs on group-level personality fit (“collective personality fit”) and group organizational citizenship behavior (GOCB). It seeks to provide a sufficient understanding of the under-researched area, such as how group composition impacts group behavioral outcomes. Design/methodology/approach Data were collected from 453 employees and their leaders in 63 teams of Korean private sector firms using a moderated-mediation model. Findings This study found that high diversity beliefs can weaken the negative effects of gender diversity on collective personality fit and further enhance GOCB. The results confirm the moderated-mediation effect of diversity beliefs in the relationship between gender diversity and GOCB. Practical implications Management should realize that the negative effect of workforce diversity on GOCB can be reduced by boosting collective personality fit in the team. In this process, enhancing diversity beliefs may relieve the adverse effects on GOCB caused by workgroup gender differences. Originality/value This study develops a group-level model proposing that the interaction effects of gender diversity and high diversity beliefs enable a high level of collective personality fit, enhancing GOCB. It attempts to investigate the effects of gender diversity at the group level under boundary conditions.
{"title":"Do pro-diversity beliefs enhance OCB? The joint effects of gender diversity and diversity beliefs on group organizational citizenship behavior through collective personality fit","authors":"Sang Hun Sung, Jee Young Seong, Doo-Seung Hong, Linyuan Zhang","doi":"10.1108/jmp-03-2022-0155","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0155","url":null,"abstract":"Purpose This paper investigates the interaction effects of gender diversity and diversity beliefs on group-level personality fit (“collective personality fit”) and group organizational citizenship behavior (GOCB). It seeks to provide a sufficient understanding of the under-researched area, such as how group composition impacts group behavioral outcomes. Design/methodology/approach Data were collected from 453 employees and their leaders in 63 teams of Korean private sector firms using a moderated-mediation model. Findings This study found that high diversity beliefs can weaken the negative effects of gender diversity on collective personality fit and further enhance GOCB. The results confirm the moderated-mediation effect of diversity beliefs in the relationship between gender diversity and GOCB. Practical implications Management should realize that the negative effect of workforce diversity on GOCB can be reduced by boosting collective personality fit in the team. In this process, enhancing diversity beliefs may relieve the adverse effects on GOCB caused by workgroup gender differences. Originality/value This study develops a group-level model proposing that the interaction effects of gender diversity and high diversity beliefs enable a high level of collective personality fit, enhancing GOCB. It attempts to investigate the effects of gender diversity at the group level under boundary conditions.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"63 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135567082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-02DOI: 10.1108/jmp-12-2022-0652
Danyu Huang, Hao Zhou
Purpose The main objectives of this study were to examine the congruent/incongruent effects of ethical leadership–abusive supervision (EL-AS) on employees' job performance (JP), mediated by employees' workplace emotions. Design/methodology/approach In this study, multiphase data were collected from 276 frontline employees at a large automobile manufacturing company in southwest China. The hypotheses were tested performing polynomial regression and response surface analysis. Findings The results revealed that employees in “high–high” and “high–low” EL-AS experienced more positive emotions (PE), while “low–high” EL-AS triggered more negative emotions. Furthermore, employees' workplace emotions mediate the effect of EL-AS's congruence/incongruence on employees' JP. Practical implications Leaders should notice the paradoxical effects of EL and AS and adopt ambidextrous thinking to enhance subordinates' PE. Originality/value This study enriches the literature on paradoxical leadership by exploring the complex consequences that may result from the incongruent practice of two leadership behaviors that are often considered paradoxical in nature. Furthermore, it shifts from the previous leader-centered perspective to a subordinate-centered perspective, complementing the theoretical perspectives of EL and AS research. And it deepens the understanding of the relationship between paradoxical leadership and employees' work outcomes by exploring the intrinsic affective mechanism.
{"title":"Can a leader's ethical leadership and abusive supervision be a gain? Workplace emotions as mediators","authors":"Danyu Huang, Hao Zhou","doi":"10.1108/jmp-12-2022-0652","DOIUrl":"https://doi.org/10.1108/jmp-12-2022-0652","url":null,"abstract":"Purpose The main objectives of this study were to examine the congruent/incongruent effects of ethical leadership–abusive supervision (EL-AS) on employees' job performance (JP), mediated by employees' workplace emotions. Design/methodology/approach In this study, multiphase data were collected from 276 frontline employees at a large automobile manufacturing company in southwest China. The hypotheses were tested performing polynomial regression and response surface analysis. Findings The results revealed that employees in “high–high” and “high–low” EL-AS experienced more positive emotions (PE), while “low–high” EL-AS triggered more negative emotions. Furthermore, employees' workplace emotions mediate the effect of EL-AS's congruence/incongruence on employees' JP. Practical implications Leaders should notice the paradoxical effects of EL and AS and adopt ambidextrous thinking to enhance subordinates' PE. Originality/value This study enriches the literature on paradoxical leadership by exploring the complex consequences that may result from the incongruent practice of two leadership behaviors that are often considered paradoxical in nature. Furthermore, it shifts from the previous leader-centered perspective to a subordinate-centered perspective, complementing the theoretical perspectives of EL and AS research. And it deepens the understanding of the relationship between paradoxical leadership and employees' work outcomes by exploring the intrinsic affective mechanism.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"2015 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135835483","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-21DOI: 10.1108/jmp-03-2022-0140
Haoju Xie, Xingyu Feng
Purpose This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness. Design/methodology/approach Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses. Findings Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience. Originality/value This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.
{"title":"Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction","authors":"Haoju Xie, Xingyu Feng","doi":"10.1108/jmp-03-2022-0140","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0140","url":null,"abstract":"Purpose This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness. Design/methodology/approach Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses. Findings Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience. Originality/value This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136235680","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose Previous studies have demonstrated that perceived job insecurity climate denotes an individual-level stressor. The present study reiterated this notion and investigated whether leadership responsibility moderated the association between perceived job insecurity climate and work-related strain about one year into the coronavirus disease (COVID-19) pandemic. Design/methodology/approach A sample of full-time workers (N = 1,399) in the USA was recruited, comprising 663 leaders and 763 non-leaders. Employing a cross-sectional design, the authors hypothesized that perceived job insecurity climate would be associated with work-related strain (i.e. burnout, absenteeism and presenteeism) and that these associations were stronger for employees with leadership responsibilities compared to non-leaders. Findings Findings revealed main effects of perceived job insecurity climate on burnout but not on absenteeism or presenteeism. Furthermore, leadership responsibility moderated the associations between perceived job insecurity climate and two out of three burnout measures in the hypothesized direction. The findings also revealed interaction effects regarding absenteeism and presenteeism, indicating that these associations are only positive and significant for employees with leadership responsibilities. Practical implications Perceptions of widespread job insecurity engender strain among leaders while simultaneously implying a heightened need for effective leadership. Organizations and practitioners should take the present findings into consideration when implementing preventive and restorative measures to address leaders' health and organizational competitiveness when job insecurity increases. Originality/value This study found that, as an individual stressor, perceived job insecurity climate is more detrimental to employees with leadership responsibility than to non-leaders.
{"title":"Perceived job insecurity climate in uncertain times: implications for work-related health among leaders versus non-leaders","authors":"Mats Glambek, Mads Nordmo Arnestad, Stig Berge Matthiesen","doi":"10.1108/jmp-10-2021-0542","DOIUrl":"https://doi.org/10.1108/jmp-10-2021-0542","url":null,"abstract":"Purpose Previous studies have demonstrated that perceived job insecurity climate denotes an individual-level stressor. The present study reiterated this notion and investigated whether leadership responsibility moderated the association between perceived job insecurity climate and work-related strain about one year into the coronavirus disease (COVID-19) pandemic. Design/methodology/approach A sample of full-time workers (N = 1,399) in the USA was recruited, comprising 663 leaders and 763 non-leaders. Employing a cross-sectional design, the authors hypothesized that perceived job insecurity climate would be associated with work-related strain (i.e. burnout, absenteeism and presenteeism) and that these associations were stronger for employees with leadership responsibilities compared to non-leaders. Findings Findings revealed main effects of perceived job insecurity climate on burnout but not on absenteeism or presenteeism. Furthermore, leadership responsibility moderated the associations between perceived job insecurity climate and two out of three burnout measures in the hypothesized direction. The findings also revealed interaction effects regarding absenteeism and presenteeism, indicating that these associations are only positive and significant for employees with leadership responsibilities. Practical implications Perceptions of widespread job insecurity engender strain among leaders while simultaneously implying a heightened need for effective leadership. Organizations and practitioners should take the present findings into consideration when implementing preventive and restorative measures to address leaders' health and organizational competitiveness when job insecurity increases. Originality/value This study found that, as an individual stressor, perceived job insecurity climate is more detrimental to employees with leadership responsibility than to non-leaders.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"213 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135061103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-14DOI: 10.1108/jmp-11-2022-0618
Yanxia Wang, Ping Lai
Purpose The perseverative cognition framework suggests that observing ostracism has negative implications for observers due to affective rumination and that a proactive personality might make observers more vulnerable to this effect. Design/methodology/approach Data from 49 team leaders and 218 team members were obtained through a three-wave survey in China. Path analysis was used to examine the theoretical model. Findings The results indicate that observing ostracism increased turnover intention and reduced task performance and that these relationships were mediated by affective rumination. Furthermore, these effects were stronger for observers with high proactive personality. Research limitations/implications Workplace ostracism harms employees; however, its effects on observers remain underexplored. This paper extends research on the effects of ostracism by revealing that ostracism is not only harmful to the well-being of its victims but also adversely affects the work-related attitudes and behaviors of observers, especially those with proactive personality. Practical implications Organizations should be aware of the harmful effects of workplace ostracism on observers, and take actions to inhibit workplace ostracism as well as reduce the negatives impacts. Originality/value The results reveal the cognitive mechanism of affective rumination, in which observing workplace ostracism affects observers' behaviors and attitudes, highlighting the importance of observing effect of workplace ostracism.
{"title":"When I see your pain: effects of observing workplace ostracism on turnover intention and task performance","authors":"Yanxia Wang, Ping Lai","doi":"10.1108/jmp-11-2022-0618","DOIUrl":"https://doi.org/10.1108/jmp-11-2022-0618","url":null,"abstract":"Purpose The perseverative cognition framework suggests that observing ostracism has negative implications for observers due to affective rumination and that a proactive personality might make observers more vulnerable to this effect. Design/methodology/approach Data from 49 team leaders and 218 team members were obtained through a three-wave survey in China. Path analysis was used to examine the theoretical model. Findings The results indicate that observing ostracism increased turnover intention and reduced task performance and that these relationships were mediated by affective rumination. Furthermore, these effects were stronger for observers with high proactive personality. Research limitations/implications Workplace ostracism harms employees; however, its effects on observers remain underexplored. This paper extends research on the effects of ostracism by revealing that ostracism is not only harmful to the well-being of its victims but also adversely affects the work-related attitudes and behaviors of observers, especially those with proactive personality. Practical implications Organizations should be aware of the harmful effects of workplace ostracism on observers, and take actions to inhibit workplace ostracism as well as reduce the negatives impacts. Originality/value The results reveal the cognitive mechanism of affective rumination, in which observing workplace ostracism affects observers' behaviors and attitudes, highlighting the importance of observing effect of workplace ostracism.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134913752","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-12DOI: 10.1108/jmp-08-2022-0416
Nobutaka Ishiyama
Purpose This study aimed to investigate the mechanisms of knowledge brokering and role crafting structures that promote the active engagement of older workers at work. Design/methodology/approach The respondents were workers in Japan aged 55–64 years. A two-wave panel survey was conducted. The first and second survey waves included 1,527 and 1,467 respondents, respectively. Findings The results showed that knowledge brokering positively influenced work engagement directly and indirectly. In the three dimensions of role crafting, cognitive and task crafting had a positive effect on work engagement. Research limitations/implications This study focused on older workers in Japan. Therefore, it is necessary to verify whether the same effect is observed in countries other than Japan or among younger workers. Practical implications On an individual level, older workers should aim to keep acquiring new information inside and outside the organisation. On an organisational level, it is effective to increase opportunities for older workers to craft their work according to the socioemotional selectivity and selection optimisation and compensation theories. Originality/value This study reveals that knowledge brokering and cognitive crafting in role crafting have an important influence on the work engagement of older workers. Additionally, this study clarifies the impact of job crafting on older workers not only from the perspective of resource crafting to achieve person-job fit but also from the perspective of reframing perceptions through cognitive crafting in role crafting. These findings enable a clearer understanding of the relationship between role crafting and knowledge brokering, as well as the socioemotional selectivity and selection optimisation and compensation theories.
{"title":"The impact of knowledge brokering and role crafting on work engagement: a two-wave panel survey of older Japanese workers","authors":"Nobutaka Ishiyama","doi":"10.1108/jmp-08-2022-0416","DOIUrl":"https://doi.org/10.1108/jmp-08-2022-0416","url":null,"abstract":"Purpose This study aimed to investigate the mechanisms of knowledge brokering and role crafting structures that promote the active engagement of older workers at work. Design/methodology/approach The respondents were workers in Japan aged 55–64 years. A two-wave panel survey was conducted. The first and second survey waves included 1,527 and 1,467 respondents, respectively. Findings The results showed that knowledge brokering positively influenced work engagement directly and indirectly. In the three dimensions of role crafting, cognitive and task crafting had a positive effect on work engagement. Research limitations/implications This study focused on older workers in Japan. Therefore, it is necessary to verify whether the same effect is observed in countries other than Japan or among younger workers. Practical implications On an individual level, older workers should aim to keep acquiring new information inside and outside the organisation. On an organisational level, it is effective to increase opportunities for older workers to craft their work according to the socioemotional selectivity and selection optimisation and compensation theories. Originality/value This study reveals that knowledge brokering and cognitive crafting in role crafting have an important influence on the work engagement of older workers. Additionally, this study clarifies the impact of job crafting on older workers not only from the perspective of resource crafting to achieve person-job fit but also from the perspective of reframing perceptions through cognitive crafting in role crafting. These findings enable a clearer understanding of the relationship between role crafting and knowledge brokering, as well as the socioemotional selectivity and selection optimisation and compensation theories.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135824879","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-12DOI: 10.1108/jmp-01-2023-0068
Natalie M. Michalik, Carsten C. Schermuly
Purpose Accelerated by the COVID-19 pandemic, in recent years, face-to-face coaching has largely shifted to online coaching. The authors examined both the side effects of and coaching success in face-to-face, blended and online coaching from both coaches' and clients' perspectives. This paper aims to discuss the aforementioned examination. Design/methodology/approach The authors conducted two independent studies to examine the differences between the side effects of face-to-face, blended and online coaching. In Study 1 ( N = 119), the authors compared the side effects of these formats using a quasi-experimental design and tested differences in perceived coaching success from the coaches' perspective. In Study 2 ( N = 104), the authors integrated the client perspective on the side effects of coaching formats into the design and tested the differences. Findings Coaches in the face-to-face format experienced a significantly lower prevalence of side effects for their clients compared to coaches who engaged in the blended and online coaching formats. From the client perspective, clients experienced the most side effects of the blended coaching format. Neither study showed any differences between the coaching formats in perceived coaching success. Practical implications The results provide guidance to practitioners in choosing the most suitable coaching format for themselves. Being aware of side effects in coaching can help both coaches and clients take appropriate measures to mitigate the impact of these effects. Originality/value This paper is the first to expand knowledge about side effects in coaching across different coaching formats from both coaches' and clients' perspectives. The findings provide evidence regarding the context in which coaching is currently performed in a post-COVID world, with sustainability remaining a global concern and a key driver for organizations.
{"title":"Online, offline, or both? The importance of coaching format for side effects in business coaching","authors":"Natalie M. Michalik, Carsten C. Schermuly","doi":"10.1108/jmp-01-2023-0068","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0068","url":null,"abstract":"Purpose Accelerated by the COVID-19 pandemic, in recent years, face-to-face coaching has largely shifted to online coaching. The authors examined both the side effects of and coaching success in face-to-face, blended and online coaching from both coaches' and clients' perspectives. This paper aims to discuss the aforementioned examination. Design/methodology/approach The authors conducted two independent studies to examine the differences between the side effects of face-to-face, blended and online coaching. In Study 1 ( N = 119), the authors compared the side effects of these formats using a quasi-experimental design and tested differences in perceived coaching success from the coaches' perspective. In Study 2 ( N = 104), the authors integrated the client perspective on the side effects of coaching formats into the design and tested the differences. Findings Coaches in the face-to-face format experienced a significantly lower prevalence of side effects for their clients compared to coaches who engaged in the blended and online coaching formats. From the client perspective, clients experienced the most side effects of the blended coaching format. Neither study showed any differences between the coaching formats in perceived coaching success. Practical implications The results provide guidance to practitioners in choosing the most suitable coaching format for themselves. Being aware of side effects in coaching can help both coaches and clients take appropriate measures to mitigate the impact of these effects. Originality/value This paper is the first to expand knowledge about side effects in coaching across different coaching formats from both coaches' and clients' perspectives. The findings provide evidence regarding the context in which coaching is currently performed in a post-COVID world, with sustainability remaining a global concern and a key driver for organizations.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135787557","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-12DOI: 10.1108/jmp-05-2022-0256
Hongyan Ye, Xiaoye Qian
Purpose Despite previous research highlighting the consequences of facades of conformity (FOC) on attitudes, emotions and feelings, little is known about their negative effects on behaviors. This study draws on the job stress process model to examine the association between FOC and cyberloafing and explores how anxiety functions as an underlying mechanism affecting cyberloafing. Design/methodology/approach A total of 185 employees from Chinese organizations participated in a two-wave questionnaire survey. Findings The study found a positive relationship between FOC and cyberloafing and noted that anxiety mediates this relationship. The research also identified that performance–avoidance goal orientation moderates the relationship between FOC and anxiety, as well as the indirect effects of the FOC–cyberloafing relationship via anxiety. Practical implications The research findings demonstrate that FOC is positively associated with anxiety and cyberloafing. The disruptive nature of FOC in the workplace has been revealed. Furthermore, this study provides valuable suggestions for managers on how to reduce employee FOC and cyberloafing. Originality/value Using the job stress process model, this study investigates whether (main effect), how (a mediating mechanism) and when (boundary condition) FOC drives cyberloafing, deepening the understanding of the relationship between FOC and cyberloafing.
{"title":"Facades of conformity and cyberloafing: a moderated mediation model","authors":"Hongyan Ye, Xiaoye Qian","doi":"10.1108/jmp-05-2022-0256","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0256","url":null,"abstract":"Purpose Despite previous research highlighting the consequences of facades of conformity (FOC) on attitudes, emotions and feelings, little is known about their negative effects on behaviors. This study draws on the job stress process model to examine the association between FOC and cyberloafing and explores how anxiety functions as an underlying mechanism affecting cyberloafing. Design/methodology/approach A total of 185 employees from Chinese organizations participated in a two-wave questionnaire survey. Findings The study found a positive relationship between FOC and cyberloafing and noted that anxiety mediates this relationship. The research also identified that performance–avoidance goal orientation moderates the relationship between FOC and anxiety, as well as the indirect effects of the FOC–cyberloafing relationship via anxiety. Practical implications The research findings demonstrate that FOC is positively associated with anxiety and cyberloafing. The disruptive nature of FOC in the workplace has been revealed. Furthermore, this study provides valuable suggestions for managers on how to reduce employee FOC and cyberloafing. Originality/value Using the job stress process model, this study investigates whether (main effect), how (a mediating mechanism) and when (boundary condition) FOC drives cyberloafing, deepening the understanding of the relationship between FOC and cyberloafing.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135824885","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-11DOI: 10.1108/jmp-11-2022-0598
Alexandra A. Henderson, Sophia S. Jeong, Kristin A. Horan
Purpose This study aims to examine the role of trust in management and state government in mitigating the relationships between individual- and state-level stressors and well-being during the COVID-19 pandemic. Design/methodology/approach Data were collected from a US sample still working during the first wave of infections (N = 437) and was supplemented with objective state-level data. Data were analyzed using hierarchical regression modeling with the PROC MIXED procedure with SAS software to incorporate both individual- and state-level variables. Findings Results indicated that individual-level stressors (work and family role overload) were positively associated with stress; however, the relationship between family role overload and stress was mitigated among those with high trust in state government. Results indicated that state-level stressors (infection rates and population density) were not associated with stress; however, the relationship between state population density and stress was positive among those with low trust in management and negative among those with high trust in management. Practical implications This study highlights the need for organization and government leaders to build trust before and during crisis situations, as well as engage in a collaborative approach to managing stressors in crisis situations. Originality/value This study highlights the importance of expanding the focus of employee trust across organizational boundaries for understanding employee well-being during a crisis situation. This study also demonstrates the cross-over effects of trust, such that organization leaders can protect workers from community stressors, while government leaders can protect workers from family stressors.
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