Journal of Business and Psychology最新文献

Consistent with recent developments, we question the validity of trait neuroticism (N) and conscientiousness (C) as antecedents of psychological contract breach (PCB) and violation feelings. We investigate how key mediating (i.e., approach/avoidance goals) and moderating (i.e., emotion regulation strategies) mechanisms of the personality-PCB relationship operate over time. In Study 1 (550 observations), state N or C was associated positively with PCB and state N was associated positively with violation feelings. In study 2 (394 observations), state N was positively related to momentary avoidance goals, which in turn were related negatively to PCB and related positively to violation feelings. Moreover, suppression moderated the latter relationship; as suppression increased, the relationship between avoidance goals and violation feelings grew stronger. In contrast, state C was related positively to approach goals, which in turn were related positively to PCB and negatively to violation feelings. We discuss implications for theory and practice.

Interest in the influence of paradoxical leadership in organizations is increasing. We explore whether such a leadership style can truly benefit organizations by examining the effects of paradoxical leadership on a wide spectrum of types of employee performance (i.e., team performance, organizational citizenship behavior, and counterproductive workplace behavior) through group harmony. Using a sample of 195 bank employees and their 39 managers, we find support for our hypothesized multilevel model. Specifically, the analyses show that paradoxical leadership has a significant, positive impact on group harmony. Group harmony mediates the positive effect of paradoxical leadership on team performance and employees’ organizational citizenship behavior, as well as the negative effect of paradoxical leadership on employees’ counterproductive work behavior. We discuss how these findings contribute to the theory and practice of paradoxical leadership.

Abstract

Employees who perceive their supervisors to listen well enjoy multiple benefits, including enhanced well-being. However, concerns regarding the construct validity of perceived-listening measures raise doubts about such conclusions. The perception of listening quality may reflect two factors: constructive and destructive listening, which may converge with desired (e.g., humility) and undesired (e.g., rudeness) supervisor-subordinate relationship behaviors, respectively, and both may converge with relationship quality (e.g., trust). Therefore, we assessed the convergent validity of four perceived listening measures and their divergent validity with eight measures of supervisor-subordinate relationship behaviors, eight relationship-quality measures, and a criterion measure of well-being. Using data from 2,038 subordinates, we calculated the disattenuated correlations and profile similarities among these measures. The results supported convergent but not divergent validity: 58.7% (12.6%) of the correlations expected to diverge had confidence intervals with upper limits above 0.80 (0.90), and 20% of their profile-similarity indices were close to 1. To probe these correlations, we ran a factor analysis revealing good and poor relationship factors and an exploratory graph analysis identifying three clusters: positive and negative relationship behaviors and relationship quality. A post-hoc analysis indicated that relationship-quality mediates the effect of the positive and negative behaviors on well-being. The results demonstrate the challenge of differentiating the perception of listening from commonly used supervisor-subordinate relationship constructs, and cast doubts on the divergent validity of many constructs of interest in Organizational Behavior. However, using the “sibling” constructs framework may allow disentangling these highly correlated relationship constructs, conceptually and empirically.

Prior research demonstrates that overconfident people are more likely to attain high-status positions of leadership and influence. However, the underlying motivational and behavioral mechanisms driving this relationship remain largely unexplored. In the present research, we sought to fill this gap in the literature by proposing that overconfidence is associated with stronger status motives and the pursuit of high-status positions via dominance-based strategies. In Studies 1 and 2, we find overconfidence to be positively related to the pursuit of high-status positions of leadership. In Studies 3 and 4, we find overconfident individuals to lean towards dominance- over prestige-based status-seeking strategies. Finally, in Study 4, a field study among real-world supervisor-subordinate dyads, we find an indirect effect of overconfidence on expected social status advancement through dominance. Together, the current studies offer novel insight into the relationship between overconfidence and social status advancement by identifying previously unexplored explanatory mechanisms.

Abstract

This study was designed to document the development of nurses’ affective commitment to their occupation and organization during the first five years of their career, as well as the connections between these two types of commitment trajectories. We also considered the associations between these early trajectories, nurses’ levels of psychological need satisfaction, and the quality of their early socialization. We finally investigated the implications of these trajectories for nurses’ work satisfaction, psychological distress, somatization, and patient care quality. Relying on a sample of 659 newly registered nurses (M_age = 26.8; 88% females) measured four times over a two-year period, we relied on growth mixture analyses to assess the shape of their commitment trajectories defined as a function of tenure. These analyses revealed four profiles, similar across targets of commitment: High, Moderate, Low and Increasing, and Average/Low and Decreasing. For both targets, higher levels of commitment were anchored in more stable trajectories, and with better functioning across outcomes. Need fulfilment and socialization experiences helped drive more desirable trajectories and provided short-term boosts in commitment. Overall, we found more similarities than differences between both forms of commitment, and noted that nurturing one type of commitment seemed to help develop the other.

Although the implications of team interdependence for team performance are well established, little is known regarding its consequences on the team members’ emotional states. Drawing from Conservation of Resources (COR) theory, we propose a dual-path model of the impact of team interdependence on two distinct negative emotional states (NES), powerlessness and loneliness. More specifically, we argue that on the one hand, team interdependence can reduce member’s vulnerability to NES by facilitating a gain in support resources (i.e., social support). On the other hand, team interdependence may also increase members’ vulnerability to NES via the depletion of regulatory resources manifesting in the form of emotional exhaustion. Additionally, we propose that team goal orientations moderate these indirect effects. Testing this model using three waves of time-lagged data from a sample of manufacturing workers, we find support for the hypothesized dual pathways, and more specifically evidence of: (a) an indirect protective effect of team interdependence via social support on both powerlessness and loneliness, and (b) an indirect vulnerability effect of team interdependence via emotional exhaustion on both powerlessness and loneliness, particularly among members of teams characterized by a high team performance goal orientation. Theoretical and practical implications are discussed.

Abstract

Leader behavior can vary daily, and leaders face multiple demands and problems in one day. Therefore, studying how leader behaviors interplay on the day-level (i.e., daily leadership profiles) is essential. Building on conservation of resources theory as a meta-theory, we investigated which daily leadership profiles exist and whether profile membership changes across one week. Additionally, we examined whether the leadership profiles are differentially related to leaders’ daily well-being (i.e., emotional exhaustion, positive and negative affect), mediated by their daily experienced thriving and time pressure. In a diary study over five workdays (N = 289 leaders), we found three qualitatively different daily leadership profiles: one dominated by passive behaviors (passive), one dominated by transformational and contingent reward behaviors (transformational-rewarding), and one with elevated transformational and all transactional behaviors (comprehensive). The transformational-rewarding and the comprehensive profile showed greater stability across the week than the passive profile. Days in the transformational-rewarding profile were most beneficial for leaders’ well-being. In contrast, days in the comprehensive profile seemed to be a double-edged sword for leaders, as indicated by higher experienced thriving and positive affect and simultaneously enhanced experienced time pressure, emotional exhaustion, and negative affect. Taken together, we illuminate the interplay of leadership behaviors on the day-level and the differential associations with leaders’ well-being.

This study compares the faking resistance of Likert scales and graded paired comparisons (GPCs) analyzed with Thurstonian IRT models. We analyzed whether GPCs are more resistant to faking than Likert scales by exhibiting lower score inflation and better recovery of applicants’ true (i.e., honest) trait scores. A total of (N=573) participants completed either the Likert or GPC version of a personality questionnaire first honestly and then in an applicant scenario. Results show that participants were able to increase their scores in both the Likert and GPC format, though their score inflation was smaller in the GPC than the Likert format. However, GPCs did not exhibit higher honest–faking correlations than Likert scales; under certain conditions, we even observed negative associations. These results challenge mean score inflation as the dominant paradigm for judging the utility of forced-choice questionnaires in high-stakes situations. Even if forced-choice factor scores are less inflated, their ability to recover true trait standings in high-stakes situations might be lower compared with Likert scales. Moreover, in the GPC format, faking effects correlated almost perfectly with the social desirability differences of the corresponding statements, highlighting the importance of matching statements equal in social desirability when constructing forced-choice questionnaires.

Abstract

Are some daily job stressors good for employees? The challenge-hindrance stressor framework (CHSF) attempts to shed light on this question by categorizing stressors according to their ability to facilitate (challenge stressors) or inhibit (hindrance stressors) growth and achievement. According to the CHSF, challenge stressors should be associated with increased performance, but also with increased strain which subsequently hurts performance. Conversely, hindrance stressors should be associated with reduced performance both directly and indirectly via strain. Prior meta-analytic investigations have focused on more stable job stressors (using cross-sectional or longitudinal primary studies), and found contradicting resulted in support of the CHSF predictions. In the current meta-analysis, we tested the validity of the CHSF using a more dynamic view of stressors, by applying it to short-term, daily experiences of stressors, strains, and performance outcomes. Results from 78 unique samples indicated that at the within-person level, hindrance stressors have both a direct and an indirect (via strain) short-term effect on performance. Challenge stressors have a positive direct effect on performance but a negative indirect effect via strain. Furthermore, we examined two performance indicators separately: task performance and organizational citizenship behaviors (OCB). The results revealed that challenge stressors have a stronger positive association with OCB than with task performance. Hindrance stressors exhibited the opposite pattern, a stronger negative association with task performance than with OCB. The results of this study suggest that all daily stressors result in strain, which negatively relates to performance, though challenge stressors also have some positive effects on daily performance.