Journal of Business and Psychology最新文献

While prior research has demonstrated strong links between servant leadership and cooperation, the question arises as to what factors influence this relationship. The present study examined leader group prototypicality as a boundary condition of the relationship between servant leadership and cooperation. In addition, we examined the conditional indirect effect of servant leadership and leader group prototypicality on helping behaviors via group identification. Two studies—a single-time survey study and a three-time panel survey study—were conducted to test our assertions. The results from Study 1 demonstrated that servant leaders were more likely to promote feelings of cooperation among followers when the leaders were perceived as more group prototypical. However, servant leadership was not related to cooperation for followers who did not perceive their leader as group prototypical. The results from Study 2 demonstrated that group identification was found to mediate the relationship between servant leadership and follower cooperation. The results from the conditional indirect effect analysis demonstrated that the mediated effect is strongest when servant leaders are perceived as prototypical of the group, highlighting the crucial role of prototypicality in the servant leadership process.

Synchronous as well as asynchronous video interviews have become increasingly common as a supplement to or replacement for face-to-face interviews for selection purposes. Recent research suggests that impairments of eye contact in video interviews might contribute to lower interview performance ratings in these interviews because establishing eye contact in them is only possible by looking into the camera, which, however, impedes the perception of the conversation partner’s emotions and reactions. Therefore, we experimentally tested the effect of eye contact in two studies using asynchronous video interviews. Results showed that a vertical deviation of eye contact led neither to lower interview performance ratings nor to more negative perceptions of applicants’ warmth and competence whereas a horizontal deviation of eye contact negatively affected perceptions of the hirability of applicants. Furthermore, deviations in eye contact led to lower perceived social presence which turned out to be a mediator for lower performance ratings. Taken together, results show that restrictions in eye contact are no immediate driving factors for lower interview performance ratings but that communication quality might still suffer from decreased social presence which can ultimately lead to negative outcomes for interviewees.

Emotional exhaustion has severe consequences for organizations and employees, with the current study demonstrating long-reaching effects on the home domain and family members. We integrate social cognitive theory with spillover and crossover. We propose that parents’ emotional exhaustion crosses over to their adolescents, increasing emotional exhaustion at school. We theorize this crossover occurs via adolescents learning how to fake their emotions (i.e., surface act) from their parents. In addition, we propose that parent–adolescent relationship quality represents an important relational context for understanding when adolescents learn to surface act. We examine these theoretical extensions using a sample of fathers, mothers, and adolescents (N = 256 families) at four time points across six weeks. Our results suggest that mothers’ emotional exhaustion is associated with increased surface acting at home, which is associated with increased adolescent surface acting, and finally, adolescent emotional exhaustion at school. In contrast, we did not find support for the overall model for fathers. Furthermore, this transmission process is not dependent on the parent–child relationship. These results suggest a novel social learning pathway by which emotional exhaustion from work spreads to adolescent children. Our findings indicate that organizational efforts to reduce emotional exhaustion may benefit employees and their adolescent children.

Previous studies have shown that contextualization can improve the reliability and criterion-related validity of single-statement personality measures. However, it is unknown whether contextualization has similar effects on forced-choice measures of personality. If so, what type of contextualization is the most effective? The present study provides the first empirical examination of the effects of three types of contextualization on the reliability and criterion-related validity of forced-choice personality measures. Employing an experimental design, we obtained and cross-validated results using two forced-choice personality measures. Results showed that while contextualization has no systematic effect on the reliability of forced-choice scores, it improves their criterion-related validity substantially. Specifically, contextualization of both the statements and instructions yielded the highest levels of criterion-related validity for work-related outcomes, with an average validity coefficient of .18 and an average multiple correlation coefficient of .40 across two measures, followed by statement contextualization only (M_r = .18, M_multipleR = .35) and then by instruction contextualization only (M_r = .14, M_multipleR = .31). The original scales with no contextualization showed the lowest levels of criterion-related validity (M_r = .10, M_multipleR = .27). Contextualization also increased the intercorrelations of personality dimensions. These patterns were well replicated across the two forced-choice scales.

Workforce diversity is increasing across the globe, while organizations strive for equity and inclusion. Therefore, research has investigated how team diversity relates to performance. Despite clear arguments why diversity should enhance (some types of) performance, and promising findings in individual studies, meta-analyses have shown weak main effects. However, many meta-analyses have failed to distinguish situations where diversity should have a positive impact from those where its impact is more likely to be negative, leaving boundary conditions unclear. Here, we summarized the growing literature across disciplines, countries, and languages through a reproducible registered report meta-analysis on the relationship between diversity and team performance (615 reports, 2638 effect sizes). Overall, we found that the average linear relationships between demographic, job-related and cognitive diversity, and team performance are significant and positive, but insubstantial (|r|< .1). Considering a wide range of moderators, we found few instances when correlations were substantial. However, context matters. Correlations were more positive when tasks were higher in complexity or required creativity and innovation, and when teams were working in contexts lower in collectivism and power distance. Contrary to expectations, the link between diversity and performance was not substantially influenced by teams’ longevity or interdependence. The main results appear robust to publication bias. Further research is needed on how diversity climates and team cultures affect these relationships, and when there may be non-linear relationships—yet for the moment, promises of wide-spread performance increases may not be the strongest arguments to promote diversity initiatives. We discuss further implications for researchers and practitioners, and provide a web app to examine subsets of the data: https://lukaswallrich.shinyapps.io/diversity_meta/.

This research examines the impact of leadership positions with supervisory responsibility on two labor-market related health behaviors—sickness absenteeism and sickness presenteeism, i.e., working while being sick. Drawing on the job demands-resources (JD-R) model, this study posits that supervisory responsibility, serving as both a job resource and a demand, reduces sickness absenteeism while concurrently increasing sickness presenteeism behavior. The study identifies permanent availability and time pressure as two key aspects of leadership positions with supervisory responsibility that mediate these relationships. Using German-linked employer-employee data, the empirical results suggested that having supervisory responsibility reduces sickness absenteeism while at the same time elevating the engagement in sickness presenteeism. Furthermore, these relationships are partially mediated by leaders’ need for permanent availability and the time pressure inherent in positions with supervisory responsibility. This research advances our understanding of job characteristics of leadership positions by illustrating that job demands can yield favorable outcomes, offering valuable insights into the complex interplay between leadership positions and leaders’ health behaviors.

Drawing on hierometer theory with social comparison theory as an orienting framework, two field studies test the importance of follower grandiose narcissism in enabling the performance-enhancing potential of Leader-Member Exchange (LMX). Latent change regression analysis of follower performance appraisal scores over one year in Study 1 (international logistics organization) revealed improvements in performance only for followers who perceived higher LMX quality than others and also either (a) perceived their leader to hold high status in their organization (N = 198) or (b) themselves exhibited high grandiose narcissism (N = 147). Followers’ perception of leader status did not moderate the impact of follower grandiose narcissism on the LMX-performance improvement relationship. Latent change regression analysis of performance appraisal scores over one year in Study 2 (N = 282, large public university) replicated the performance improvement associated with perceived LMX quality only among followers expressing higher grandiose narcissism but found it contingent upon feelings of being already envied by others in the follower’s work environment. The results support the interpretation of LMX as a form of self-enhancing status fulfillment for followers, which motivates performance reciprocity. We discuss the fitness of hierometer theory in understanding the LMX-performance relationship as compared to the more commonly applied sociometer theory, as well as the broader implications of these findings for LMX theory.

Although both employee wellbeing and performance are valued by organizations, achieving them conjointly is not simple in practice. Prior studies have highlighted the role of daily experiences of recovery from work stress for employee wellbeing and performance. In a work-life characterized by pressures to intensify the pace of work, employees may increasingly use proactive efforts to shape their daily off-job time to effectively recover from stress and maintain their wellbeing and performance. Based on the integrative needs model of crafting, effort-recovery model, and conservation of resources theory as guiding frameworks, we examine whether employees’ daily proactive recovery strategies predict daily off-job and work stress, affect, and subjective work performance through enhanced recovery experiences. Daily diary measurements were collected among a sample of 377 Norwegian employees across a period of two weeks in early 2022 (from Monday to Thursday, i.e., eight measurement days in total). Results of Bayesian multilevel models showed that crafting for detachment, for relaxation, and for autonomy during off-job time negatively predicted off-job stress and negative affect through matching recovery experiences, whereas crafting for mastery positively predicted positive affect through mastery experiences. Crafting for relaxation and for autonomy were directly negatively related to next-day work stress, but these effects were not mediated by matching recovery experiences. Crafting for autonomy positively predicted next-day self-rated work performance through control experiences. Our study contributes to the literature on recovery from work by highlighting proactive recovery strategies as important initiators of daily recovery processes.

Organizations vary in diversity approaches. Some recognize and celebrate group differences (identity consciousness), while others deem these differences unimportant and deemphasize them (identity blindness). Research on diversity approaches’ impact on workplace perceptions and experiences of marginalized groups has grown but focuses mainly on “visible” groups (e.g., racial minorities, women) while largely overlooking the potential impact on “invisible” groups (e.g., LGBTQ + individuals). Integrating the diversity approaches paradigm with signaling and identity safety theory, this research addresses this oversight. Three pre-registered studies (N_total = 1318) investigate whether LGBTQ + individuals prefer identity-conscious organizations for employment because they perceive this approach as a signal of safety and acceptance for their identity. Findings reveal that identity consciousness (vs. identity blindness) is associated with increased attraction towards organizations among prospective (Studies 1 and 2) and lower turnover intentions among incumbent (Study 3) LGBTQ + workers. Identity safety (measured through employees’ sense of authenticity, belonging, and justice) mediates these relationships. Exploratory analyses indicate that, compared to their cisgender counterparts, transgender participants generally report more negative workplace experiences and expectations (Studies 1–3). Furthermore, there is suggestive evidence that transgender individuals who publicly disclose their identity may exhibit an even more positive response towards diversity-conscious organizations. We discuss the implications of these findings and conclude that identity consciousness signals and creates an identity-safe working environment for LGBTQ + individuals, improves their workplace experiences, and enhances organizations’ ability to attract and retain LGBTQ + talent.

Although star employees have been well documented as having a series of positive impacts in organizations, there is emerging evidence that they also negatively influence non-stars. Research using an integrative framework to explore the advantages and disadvantages of star employees is limited.Drawing on upward social comparison theory and the pain-driven dual envy framework, this research develops a model to examine when and how star employees differentially affect non-stars. Through a 2 × 2 between-subjects scenario-based experiment (Study 1) and a multi-wave field survey (Study 2), it finds that when non-stars possess a high level of expected future similarity to star employees, they tend to develop a feeling of benign envy that motivates them to exhibit role-modeling behavior. Contrariwise, when non-stars have a low level of expected future similarity, they are likely to feel malicious envy and then tend to engage in negative gossip about star employees. This research not only contributes to the star employee literature, but also provides practitioners with useful insights into human resource management practices.