Journal of Business and Psychology最新文献

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.

This study explores a potential joint effect between two proactive motives on creative performance. Departing from the assumption of motivation as a relatively stable between-person construct, we also pay attention to the within-person process to examine how daily fluctuations of proactive motives affect daily idea generation, leading to creative performance. Specifically, drawing on job demands–resources theory, we theorize a joint effect of two proactive motives at the within-person level: daily felt responsibility for change (DFRC) and daily willingness to take risks (DWTR). We test our hypotheses by analyzing data collected from 135 employees and their supervisors by using the experience sampling method followed by multiwave field surveys. Daily idea generation is high when the DFRC and DWTR have high congruence, particularly when both motives are high rather than low. In addition, daily idea generation mediates the effect of the DFRC and DWTR congruence on employee creative performance as appraised by supervisors. Moreover, seeking feedback from coworkers strengthens the indirect effect of the DFRC and DWTR congruence on employee creative performance via daily idea generation. This study offers a fine-grained view of motivational mechanisms and employee social behavior that lead to creative performance in the workplace.

The current research focuses on the role that allies can play in improving the experiences of Black and Latinx students in science, technology, engineering, and math (STEM) contexts. Using an experience sampling design, study 1 shows that such students report negative experiences in STEM learning contexts and that bystanders rarely engage in allyship. Study 2 suggests that participants perceive the experiences described by Black and Latinx students in study 1 as negative and somewhat urgent, but do not feel personal responsibility to act. Studies 3 and 4 assess the effectiveness of interventions aimed at enhancing personal responsibility for confronting prejudice and engaging in allyship. Study 3 reveals that enhancing a bystander’s sense of psychological standing can increase prejudice confrontation, and study 4 extends this phenomenon by showing that fellow bystanders’ (not just targets’) appeals to other bystanders’ psychological standing also evoke action. Overall, this work advances research on allyship in STEM contexts by integrating the Confronting Prejudiced Responses (CPR) model with theories of subtle discrimination.

Promotions are central to individual career success. For organisations, it is crucial to identify and develop employees capable of higher-level responsibility. Previous research has shown that personality traits as inter-individual differences predict promotions. However, effects have mostly been examined on a broad factor level. This study investigated longitudinal effects of Big Five personality traits on both factor (neuroticism, extraversion, openness to experience, agreeableness, conscientiousness) and more detailed facet levels on promotions in employees of a multinational wholesale company (N = 1774, n = 343 promoted). We also explored how personality differentially impacts promotional likelihood as a matter of target job level (individual contributor vs. first- or senior-level manager roles). Overall, associations with promotions were detected for neuroticism (negative) and conscientiousness (positive). At the more nuanced facet level, all Big Five factors had at least one personality facet that was significantly related to promotions. Additionally, personality-promotion relationships were generally stronger for lower- rather than higher-level promotions. Taken together, our findings demonstrate that employee personality traits have a meaningful impact on who will be promoted and should hence be considered in organisational personnel selection, personnel development, and performance management practices.

In this paper, we develop novel theoretical insights regarding employees’ reactions to servant leadership. Drawing on social exchange theory and the servant leadership literature, we propose that the needs–supplies fit between servant leaders and narcissistic employees can urge narcissistic employees to feel more grateful in response to servant leadership. In turn, employee gratitude is positively associated with organizational citizenship behavior and negatively associated with workplace deviance. We test our model across two studies, including a two-wave field survey study of 344 employees and their 80 leaders (Study 1) and a scenario-based experimental study of 100 participants (Study 2). The findings support our theoretical model that, at a higher (versus lower) level of employee narcissism, servant leadership enhances organizational citizenship behavior and reduces workplace deviance through enhanced employee gratitude. We discuss our contributions to the servant leadership literature and present practical implications for organizations.

Despite decades of research on trust in the workplace, researchers continue to struggle with fundamental questions regarding the conceptualization and measurement of organizational trust. To help clarify this construct, we revisit established trust definitions (Mayer et al. Academy of Management Review, 20(3), 709-734, Mayer et al., Academy of Management Review 20:709-734, 1995; Rousseau et al. Academy of Management Review, 23(3), 393-404, Rousseau et al., Academy of Management Review 23:393-404, 1998) and distinguish trust attitudes (i.e., positive expectations of others) from trust intentions (i.e., the willingness to be vulnerable). Using a three-study experimental design, we examined the causal effect of two distinct trust attitudes (i.e., cognition-based and affect-based) on two trust intentions (i.e., reliance and disclosure). We found that when cognition-based trust was high, participants were more willing to rely on a colleague (i.e., had higher reliance intentions). When affect-based trust was high, participants were more willing to share sensitive information with that colleague (i.e., higher disclosure intentions) and more willing to rely on a colleague (i.e., higher reliance intentions). We also examined the effect of mixed trust attitudes (i.e., feelings of low (vs. high) cognition-based trust paired with high (vs. low) affect-based trust). We found that, for reliance intentions, for the most part, high affect-based trust could be substituted with high cognition-based trust. Conversely, for disclosure intentions, high cognition-based trust could not substitute for high affect-based trust. The observed patterns indicate that affect-based and cognition-based attitudes are related yet distinct, with differential patterns of prediction with reliance and disclosure intentions. Our findings also underscore the importance of affect-based trust. By nurturing strong interpersonal bonds among employees, organizations can improve communication and collaboration, critical elements for organizational effectiveness.

Risk-taking in the ‘work’ domain constitutes a fundamental building block for a wide range of important decisions (e.g., investment) and behaviors (e.g., creativity) of individuals, groups, and organizations. Yet, what remains unknown is the neurofunctional basis of work-domain risk-taking (WRT) and how these brain substrates act as mediators in relating individual personality traits such as regulatory focus and the Big Five to WRT. This study, with a sample of 201 healthy full-time employees, investigated the above questions using resting-state fMRI. The results indicated that individuals who engage more in WRT showed increased brain activity (indicated by fALFF) in the right medial frontal gyrus (MFG) and right insula brain areas involved in goal-directed and self-regulated functions, therefore providing unique neuroimaging evidence for the notion that risk-taking is highly domain specific. More importantly, we found that fALFF in the right MFG and right insula areas has a significant mediating role in relating promotion focus and neuroticism to WRT, respectively, suggesting that these traits might have more important roles in associating with WRT, and the brain activity of the two regions (i.e., right MFG and right insula) may act as the underlying mediating mechanisms. Managerial implications are discussed.

Research has neglected to consider the news as a source of work-related information that might impact employee experiences and outcomes. In an initial pilot study with a diverse cross-section of employees, we confirm that deriving work-related insights from the news, either intentionally or serendipitously, is a common occurrence. Next, drawing from conservation of resources theory, we developed a model to examine both the beneficial and detrimental consequences associated with job-relevant news consumption. We conducted a 10-day experience sampling study which showed that job-relevant news consumption increases information overload but also produces perceived learning. Information overload, perceived learning, and emotional exhaustion serially mediate the relationship between consumption of job-relevant news and employee withdrawal behavior. Furthermore, perceived learning buffers the indirect relationship between news consumption and work withdrawal via information overload and emotional exhaustion. We discuss the theoretical and practical implications of our research.