PurposeDespite extensive research on personality and leader emergence, very little is known about the process by which employees become or emerge as leaders based on their performance. Integrating functional leadership theory and a behavior perspective, the authors aim to explore the parallel multiple behavioral mediators in the conscientiousness–leader emergence link.Design/methodology/approachBy integrating a field survey study and two experimental studies, the authors use parallel multiple mediation analysis to explore the mechanisms by which conscientiousness leads to high levels of leader emergence.FindingsConscientiousness is positively associated with employee leader emergence. Employee functional behaviors are positively associated with leader emergence. The authors consistently found that the effect of conscientiousness on leader emergence is primarily explained by increases in task- and change-oriented behaviors but not relations-oriented behaviors.Practical implicationsOrganizations can design relevant training programs to cultivate and enhance employees' functional behavior, as the study findings suggest that an effective way to translate employees' conscientiousness into their leader emergence is to improve their task- and change-oriented behaviors.Originality/valueThis research highlights the consistent and important role of employees' functional behaviors in the form of task- and change-oriented behaviors linking conscientiousness to leader emergence.
{"title":"Conscientiousness and leader emergence: the mediating role of functional behaviors","authors":"Ling Tan, Jian Guan, Yongli Wang, Jingyu Wang, Wenjing Qian, Chundan Zheng","doi":"10.1108/jmp-04-2021-0240","DOIUrl":"https://doi.org/10.1108/jmp-04-2021-0240","url":null,"abstract":"PurposeDespite extensive research on personality and leader emergence, very little is known about the process by which employees become or emerge as leaders based on their performance. Integrating functional leadership theory and a behavior perspective, the authors aim to explore the parallel multiple behavioral mediators in the conscientiousness–leader emergence link.Design/methodology/approachBy integrating a field survey study and two experimental studies, the authors use parallel multiple mediation analysis to explore the mechanisms by which conscientiousness leads to high levels of leader emergence.FindingsConscientiousness is positively associated with employee leader emergence. Employee functional behaviors are positively associated with leader emergence. The authors consistently found that the effect of conscientiousness on leader emergence is primarily explained by increases in task- and change-oriented behaviors but not relations-oriented behaviors.Practical implicationsOrganizations can design relevant training programs to cultivate and enhance employees' functional behavior, as the study findings suggest that an effective way to translate employees' conscientiousness into their leader emergence is to improve their task- and change-oriented behaviors.Originality/valueThis research highlights the consistent and important role of employees' functional behaviors in the form of task- and change-oriented behaviors linking conscientiousness to leader emergence.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41632023","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 : 2023-06-16DOI: 10.1108/jmp-05-2022-0248
Jianfeng Yang, Peng Xie, Xiaodong Ming
PurposeBased on conservation of resources theory, this study explored the relationship between multitasking and creative work involvement through the mediation of emotional exhaustion, taking regulatory focus as a first-stage moderator.Design/methodology/approachBased on a three-wave and two-source survey among a sample of 418 employees and 116 leaders, this study conducted multilevel analyses to examine the conceptual model.FindingsThe results showed that multitasking was negatively associated with creative work involvement and that emotional exhaustion mediated the relationship between multitasking and creative work involvement. Furthermore, promotion focus and prevention focus moderated the relationship between multitasking and emotional exhaustion and the indirect relationship between multitasking and creative work involvement via emotional exhaustion.Practical implicationsOrganizations can promote creative work involvement through interventions that reduce employees' multitasking or emotional exhaustion. In addition, supervisors should be aware of the different responses to multitasking exhibited by employees with different regulatory focuses and could potentially assign multiple tasks to employees with either a high promotion focus or a low prevention focus.Originality/valueThis study contributes to the literature on multitasking and creative work involvement by exploring whether and how multitasking is related to creative work involvement.
{"title":"The influence of multitasking on creative work involvement: a conservation of resources perspective","authors":"Jianfeng Yang, Peng Xie, Xiaodong Ming","doi":"10.1108/jmp-05-2022-0248","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0248","url":null,"abstract":"PurposeBased on conservation of resources theory, this study explored the relationship between multitasking and creative work involvement through the mediation of emotional exhaustion, taking regulatory focus as a first-stage moderator.Design/methodology/approachBased on a three-wave and two-source survey among a sample of 418 employees and 116 leaders, this study conducted multilevel analyses to examine the conceptual model.FindingsThe results showed that multitasking was negatively associated with creative work involvement and that emotional exhaustion mediated the relationship between multitasking and creative work involvement. Furthermore, promotion focus and prevention focus moderated the relationship between multitasking and emotional exhaustion and the indirect relationship between multitasking and creative work involvement via emotional exhaustion.Practical implicationsOrganizations can promote creative work involvement through interventions that reduce employees' multitasking or emotional exhaustion. In addition, supervisors should be aware of the different responses to multitasking exhibited by employees with different regulatory focuses and could potentially assign multiple tasks to employees with either a high promotion focus or a low prevention focus.Originality/valueThis study contributes to the literature on multitasking and creative work involvement by exploring whether and how multitasking is related to creative work involvement.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46702376","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 : 2023-05-31DOI: 10.1108/jmp-02-2022-0062
Riguang Gao, Bo Liu
Purpose This study aims to reveal the potential dark side of servant leadership by exploring its differential impact on followers with varying degrees of Machiavellianism and to uncover the role of leader negative feedback as an intervention mechanism in attenuating this negative impact. Design/methodology/approach A three-wave survey with one-month intervals was conducted with 344 participants from different industries. Findings The results suggest that servant leadership triggered psychological entitlement among followers with high Machiavellianism, leading to organizational and interpersonal deviance, but only when negative feedback from the leader was weak. Practical implications When leaders implement servant leadership, they should beware of breeding psychological entitlement among highly Machiavellian followers, as this can activate their deviant behavior, and should make full use of negative feedback as an intervention mechanism. Originality/value This study is one of the first to use the self-evaluation perspective to examine the negative impact of servant leadership on follower behavior via attitude and to explore boundary conditions to overcome this effect.
{"title":"Avoiding the scenario of “The farmer and the snake”: the dark side of servant leadership and an intervention mechanism","authors":"Riguang Gao, Bo Liu","doi":"10.1108/jmp-02-2022-0062","DOIUrl":"https://doi.org/10.1108/jmp-02-2022-0062","url":null,"abstract":"Purpose This study aims to reveal the potential dark side of servant leadership by exploring its differential impact on followers with varying degrees of Machiavellianism and to uncover the role of leader negative feedback as an intervention mechanism in attenuating this negative impact. Design/methodology/approach A three-wave survey with one-month intervals was conducted with 344 participants from different industries. Findings The results suggest that servant leadership triggered psychological entitlement among followers with high Machiavellianism, leading to organizational and interpersonal deviance, but only when negative feedback from the leader was weak. Practical implications When leaders implement servant leadership, they should beware of breeding psychological entitlement among highly Machiavellian followers, as this can activate their deviant behavior, and should make full use of negative feedback as an intervention mechanism. Originality/value This study is one of the first to use the self-evaluation perspective to examine the negative impact of servant leadership on follower behavior via attitude and to explore boundary conditions to overcome this effect.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135394965","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 : 2023-05-19DOI: 10.1108/jmp-10-2022-0513
M. London, Judith Volmer, Jetmir Zyberaj
PurposeThis conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.Design/methodology/approachThis study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.FindingsThe themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.Research limitations/implicationsEach theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.Practical implicationsThe model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.Originality/valueThe model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.
{"title":"Beyond LMX: toward a theory-based, differentiated view of leader–member relationships","authors":"M. London, Judith Volmer, Jetmir Zyberaj","doi":"10.1108/jmp-10-2022-0513","DOIUrl":"https://doi.org/10.1108/jmp-10-2022-0513","url":null,"abstract":"PurposeThis conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.Design/methodology/approachThis study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.FindingsThe themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.Research limitations/implicationsEach theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.Practical implicationsThe model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.Originality/valueThe model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46922913","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 : 2023-05-16DOI: 10.1108/jmp-12-2022-0637
Haien Ding, B. Kuvaas
PurposeIn this paper, the authors aim to present a novel methodological tool – necessary condition analysis (NCA) to aid managerial psychology researchers in properly testing necessity statements.Design/methodology/approachThe authors employ NCA to analyze whether three basic psychological needs for autonomy, competence and relatedness are necessary for work engagement.FindingsThe authors illustrate the value and application of NCA by revealing that basic psychological needs for autonomy, competence and relatedness are necessary for work engagement, as proposed by self-determination theory (SDT).Originality/valueThe authors illustrate the importance of the sufficiency-necessity distinction and the relevance of a necessity logic in managerial psychology. They also discuss NCA's methodological implications for managerial psychology research, theory and practice.
{"title":"Using necessary condition analysis in managerial psychology research: introduction, empirical demonstration and methodological discussion","authors":"Haien Ding, B. Kuvaas","doi":"10.1108/jmp-12-2022-0637","DOIUrl":"https://doi.org/10.1108/jmp-12-2022-0637","url":null,"abstract":"PurposeIn this paper, the authors aim to present a novel methodological tool – necessary condition analysis (NCA) to aid managerial psychology researchers in properly testing necessity statements.Design/methodology/approachThe authors employ NCA to analyze whether three basic psychological needs for autonomy, competence and relatedness are necessary for work engagement.FindingsThe authors illustrate the value and application of NCA by revealing that basic psychological needs for autonomy, competence and relatedness are necessary for work engagement, as proposed by self-determination theory (SDT).Originality/valueThe authors illustrate the importance of the sufficiency-necessity distinction and the relevance of a necessity logic in managerial psychology. They also discuss NCA's methodological implications for managerial psychology research, theory and practice.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47528613","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 : 2023-05-09DOI: 10.1108/jmp-06-2021-0336
Chen Zhao, Zhonghua Gao, Yonghong Liu, Ou Yang
PurposeThe authors propose a new motivation construct, political self-efficacy, and investigate how and when leader political mentoring influences follower political behavior and promotability through political self-efficacy.Design/methodology/approachThe authors collected four samples to develop a scale for political self-efficacy and conducted two field studies of leader-follower dyads to examine the model.FindingsLeader political mentoring enhances followers' political behavior and promotability through increasing their political self-efficacy. These positive indirect effects are stronger when followers have a higher positive political perception.Originality/valueThis study integrates mentoring research with organizational politics literature and theorizes how a domain-specific self-efficacy—political self-efficacy, translates the positive impact of leader political mentoring on constructive behavioral and career-related outcomes.
{"title":"Political self-efficacy matters: an investigation of how and when leader political mentoring affects follower political behavior and promotability","authors":"Chen Zhao, Zhonghua Gao, Yonghong Liu, Ou Yang","doi":"10.1108/jmp-06-2021-0336","DOIUrl":"https://doi.org/10.1108/jmp-06-2021-0336","url":null,"abstract":"PurposeThe authors propose a new motivation construct, political self-efficacy, and investigate how and when leader political mentoring influences follower political behavior and promotability through political self-efficacy.Design/methodology/approachThe authors collected four samples to develop a scale for political self-efficacy and conducted two field studies of leader-follower dyads to examine the model.FindingsLeader political mentoring enhances followers' political behavior and promotability through increasing their political self-efficacy. These positive indirect effects are stronger when followers have a higher positive political perception.Originality/valueThis study integrates mentoring research with organizational politics literature and theorizes how a domain-specific self-efficacy—political self-efficacy, translates the positive impact of leader political mentoring on constructive behavioral and career-related outcomes.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42819275","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 : 2023-05-08DOI: 10.1108/jmp-07-2022-0351
A. Mostafa, Suhaer Yunus, Wee Chan Au, Z. Cai
PurposeNot much is known about the conditions under which the negative relationship between co-worker undermining and employee outcomes may wax or wane. This study seeks to address this issue by analysing the role of leadership in mitigating the negative impact of co-worker undermining on employee outcomes. Drawing on expectancy violation theory (EVT), the study proposes that servant leadership will alleviate the association between co-worker undermining, emotional exhaustion and consequently organisational commitment.Design/methodology/approachTwo-wave time-lagged data were collected from a sample of 345 nurses working under 33 supervisors in a large public hospital in Malaysia. To account for the nested nature of the data, generalised multilevel structural equation modeling (GSEM) in STATA was used to test the hypotheses.FindingsAfter controlling for transformational leadership, co-worker undermining was indirectly related to organisational commitment via emotional exhaustion, and this indirect relationship was weaker when servant leadership was high.Practical implicationsOrganisations need to invest in interventions that help reduce co-worker undermining and put emphasis on promoting servant leadership.Originality/valueThe study extends the literature by introducing EVT as a new theoretical lens to analyse the consequences of co-worker undermining on employee outcomes. The study also addresses calls for research on the role of leadership in ameliorating the negative consequences of co-worker undermining.
{"title":"Co-worker undermining, emotional exhaustion and organisational commitment: the moderating role of servant leadership","authors":"A. Mostafa, Suhaer Yunus, Wee Chan Au, Z. Cai","doi":"10.1108/jmp-07-2022-0351","DOIUrl":"https://doi.org/10.1108/jmp-07-2022-0351","url":null,"abstract":"PurposeNot much is known about the conditions under which the negative relationship between co-worker undermining and employee outcomes may wax or wane. This study seeks to address this issue by analysing the role of leadership in mitigating the negative impact of co-worker undermining on employee outcomes. Drawing on expectancy violation theory (EVT), the study proposes that servant leadership will alleviate the association between co-worker undermining, emotional exhaustion and consequently organisational commitment.Design/methodology/approachTwo-wave time-lagged data were collected from a sample of 345 nurses working under 33 supervisors in a large public hospital in Malaysia. To account for the nested nature of the data, generalised multilevel structural equation modeling (GSEM) in STATA was used to test the hypotheses.FindingsAfter controlling for transformational leadership, co-worker undermining was indirectly related to organisational commitment via emotional exhaustion, and this indirect relationship was weaker when servant leadership was high.Practical implicationsOrganisations need to invest in interventions that help reduce co-worker undermining and put emphasis on promoting servant leadership.Originality/valueThe study extends the literature by introducing EVT as a new theoretical lens to analyse the consequences of co-worker undermining on employee outcomes. The study also addresses calls for research on the role of leadership in ameliorating the negative consequences of co-worker undermining.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47944573","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 : 2023-05-02DOI: 10.1108/jmp-04-2022-0203
Chen Yang, Xiaojiao Yang
PurposeThe purpose of this paper is to investigate the relationship of leader aggressive humor on employee extra-role behaviors of proactivity and creativity by probing feeling ostracized as a mediator and team identification and professional identification as boundary conditions.Design/methodology/approachA survey sample of 347 employees was collected from three technology companies in Sichuan and Guizhou, China. Hierarchical regression analysis and PROCESS macro in SPSS were used to test the hypotheses.FindingsThe results indicate that leader aggressive humor is negatively related to employee extra-role behaviors. Feeling ostracized is an important mechanism linking leader aggressive humor and employee extra-role behaviors and team identification and professional identification moderate the relationship.Practical implicationsOrganizations should make rules to prevent leaders from using aggressive humorous behaviors and encourage coworkers to show more affiliative funny behaviors during breaks to reduce employees' sense of ostracism.Originality/valueBuilding on sociometer theory, this research demonstrates the opposite moderating effects of team identification and professional identification in the effects of leader aggressive humor on feeling ostracized and consequently employee extra-role behaviors.
{"title":"Impact of leader aggressive humor on employee extra-role behaviors: opposite moderating effects of team identification and professional identification","authors":"Chen Yang, Xiaojiao Yang","doi":"10.1108/jmp-04-2022-0203","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0203","url":null,"abstract":"PurposeThe purpose of this paper is to investigate the relationship of leader aggressive humor on employee extra-role behaviors of proactivity and creativity by probing feeling ostracized as a mediator and team identification and professional identification as boundary conditions.Design/methodology/approachA survey sample of 347 employees was collected from three technology companies in Sichuan and Guizhou, China. Hierarchical regression analysis and PROCESS macro in SPSS were used to test the hypotheses.FindingsThe results indicate that leader aggressive humor is negatively related to employee extra-role behaviors. Feeling ostracized is an important mechanism linking leader aggressive humor and employee extra-role behaviors and team identification and professional identification moderate the relationship.Practical implicationsOrganizations should make rules to prevent leaders from using aggressive humorous behaviors and encourage coworkers to show more affiliative funny behaviors during breaks to reduce employees' sense of ostracism.Originality/valueBuilding on sociometer theory, this research demonstrates the opposite moderating effects of team identification and professional identification in the effects of leader aggressive humor on feeling ostracized and consequently employee extra-role behaviors.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45037787","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 : 2023-05-01DOI: 10.1108/jmp-08-2022-0423
Juan Wang, Zhe Zhang, Ming Jia
Purpose This study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance. Design/methodology/approach This study uses data from 422 employees of 68 companies. Findings SRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models. Practical implications This study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance. Originality/value This study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.
{"title":"Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance","authors":"Juan Wang, Zhe Zhang, Ming Jia","doi":"10.1108/jmp-08-2022-0423","DOIUrl":"https://doi.org/10.1108/jmp-08-2022-0423","url":null,"abstract":"Purpose This study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance. Design/methodology/approach This study uses data from 422 employees of 68 companies. Findings SRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models. Practical implications This study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance. Originality/value This study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136012140","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}
PurposeDrawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.Design/methodology/approachPolynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.FindingsLMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.Practical implicationsThe joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.Originality/valueThe linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.
{"title":"Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes","authors":"Linlin Zhang, Haoran Jiang, Tongwen Hu, Zhenduo Zhang","doi":"10.1108/jmp-03-2022-0090","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0090","url":null,"abstract":"PurposeDrawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.Design/methodology/approachPolynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.FindingsLMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.Practical implicationsThe joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.Originality/valueThe linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45727990","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：