Applied Psychology-An International Review-Psychologie Appliquee-Revue Internationale最新文献

Current research is unclear regarding the associations between authentic leadership (AL), intrinsic motivation, and exhaustion. Following self-determination theory (SDT), we hypothesize that AL indirectly increases intrinsic motivation and decreases exhaustion by increasing basic psychological need satisfaction (BPNS). We propose that these processes occur through increased AL in leader-employee interactions and a higher average display of AL. To test these hypotheses, we conducted three studies using a mixed-methods approach. Results of Study 1 (cross-sectional survey; N = 597) supported the indirect effects of AL on employees' intrinsic motivation and exhaustion via BPNS. Study 2 (experience sampling; two samples, replication, Ns = 63; 128 observations = 231; 460) supported the indirect effects of AL experiences in daily leader-employee interactions. Study 3 (semi-structured interviews; N = 38) provided additional support for the proposed effects. However, Study 3 also showed potential adverse effects of AL. Some employees perceived a fully open leader as irritating, exhausting, and damaging to the job climate, particularly, when leaders violated role expectations and engaged in hostile behaviors. As these adverse effects were rare, we conclude that the beneficial effects of increased and higher average AL on employees' BPNS, motivation, and exhaustion outweigh the adverse effects.

While the majority of employees in foreign subsidiaries are host country nationals (HCNs) who use English as a second language in their work tasks, little research focuses on the impact of English proficiency on their career-related behaviors and outcomes. This paper applies social cognitive career theory (SCCT) to link HCN employees' English proficiency to their career-related behaviors and outcomes in two time-lagged studies in foreign subsidiaries. Study 1 conducted with 542 HCN employees in the Philippines suggests that career environment exploration mediates the positive English proficiency–turnover intention relationship. Study 2 conducted with 493 HCN employees in Japan suggests self-initiated headhunter contacts to mediate the positive English proficiency–voluntary turnover relationship and job embeddedness moderate the self-initiated headhunter contact-turnover relationship.

The prevalence of information communication technology (ICT) enables employees to conveniently communicate with coworkers and clients regardless of time and place. However, recent studies have revealed a negative side of ICT use, especially its capacity to invade the family domain. This study was developed based on the spillover–crossover model (SCM) to test how ICT availability demand shapes employees' family experiences and how this demand crosses over to spouses. A total of 961 cases nested in 101 dual-earner couples were collected using a 10-week experience sampling method. Multilevel structural equation modelling revealed that (1) employees' work interference with family (WIF) mediated the indirect impact of employees' ICT availability demand on their family satisfaction and family undermining; (2) employees' WIF mediated the indirect impact of employees' ICT availability demand on their spouses' family satisfaction and family undermining; and (3) employees' ICT control buffered these two indirect relationships by which employees' ICT availability demand impacted their own and their spouses' family satisfaction and family undermining. This research elaborates on the spillover and crossover process through which ICT availability demand shapes family experience, thus contributing to the literature on ICT availability demand and the SCM.

This study investigated the impact of two low-resource interventions on esport competitors' responses to pressure, focusing primarily on state anxiety, challenge and threat appraisals, and action performance. In Experiment 1, a single-session arousal reappraisal intervention demonstrated a significant influence on high-pressure esports performance. Notably, it not only prompted a shift in appraisals from threat to challenge but also reduced cognitive and somatic anxiety, increased quiet eye durations and heightened cognitive effort. In Experiment 2, a preliminary assessment of the Mindset-Reappraisal intervention was undertaken, demonstrating enhancements in esport action performance, including accelerated completion times and heightened shooting accuracy. This intervention cultivated a stress-enhancing mindset, lowered cognitive and somatic anxiety, fostered challenge appraisals and underscores the practical efficacy of cost-effective interventions within the specific context of our performance task. Effective management of arousal levels and educating esports competitors on stress mindset implications may improve performance under pressure, offering valuable insights for esports performance psychology. These findings suggest opportunities for refining pressure-response strategies, paving the way for comprehensive approaches to optimise performance in competitive esports.

Although previous studies pointed towards a positive association of ethical leadership and team performance, we suggest that ethical leadership may have unintended, paradoxical effects on interpersonal dynamics within the team, and, ultimately, team performance. Drawing on social information processing theory, we propose that ethical leadership can be a mixed blessing, with paradoxical impacts on team performance via two distinct pathways—task and relationship conflicts, contingent upon the team's informal power disparity. Specifically, we propose that ethical leadership has a positive indirect effect on team performance via reducing relationship conflict but a negative indirect effect on team performance via suppressing task conflict. Those indirect effects are more pronounced when the team has a more egalitarian power structure among their members. Results from a three-wave field study, in which we surveyed 90 work teams in China, provided support for our conceptual model. Our findings reveal the benefits and costs of ethical leadership and the importance of examining informal power disparity in this leadership process.

This study explored the mediation role of follower organization-based self-esteem (OBSE) and the moderation role of workplace friendship in the relationship between transformational leadership and follower qualitative job insecurity. We adopted a three-wave longitudinal design and collected survey data from 142 Chilean employees. Cross-lagged mediation panel analysis indicated that transformational leadership had a lagged effect on follower OBSE, which, in turn, had a lagged effect on follower qualitative job insecurity. Further, follower workplace friendship moderated the effect of transformational leadership on follower OBSE such that transformational leadership only promoted follower OBSE when followers had high workplace friendship but did not significantly moderate the indirect effect of transformational leadership on follower qualitative job insecurity via OBSE. Integrating the leadership literature with the job insecurity literature, our study takes the first attempt to explore how, why, and when transformational leadership may influence follower qualitative job insecurity.

Perceived overqualification may be positively or negatively related to subjective career success. Integrating person-environment fit theory with the dualistic model of passion, we propose that both harmonious and obsessive passion may help reconcile misfit perceptions arising from feeling overqualified with implications for subjective career success. We argue the lack of work meaningfulness will explain the proposed buffering effects of work passion. We tested our moderated mediation model across two studies. In Study 1 (N = 422), we demonstrated that surgeons who reported being overqualified and who scored lower on harmonious passion experienced diminished work meaningfulness. Following on, surgeons reported heightened intentions to leave their surgical careers. We constructively replicated these results in a time-lagged Study 2 (N = 201) that included an additional measure of subjective career success—career performance. Across both Studies 1 and 2, obsessive passion did not moderate the proposed effects. The significant moderating result of harmonious, as opposed to obsessive, passion highlighted the importance of autonomous internalization for work in the achievement of subjective career success for workers who feel overqualified. We discuss the theoretical and practical implications of this research, as well as articulate opportunities for future research.

The rise of artificial intelligence is reshaping the future of work, making a discussion on job insecurity both timely and imperative. In this commentary, I critically examine several assumptions presented in Klug et al.'s lead article and propose alternative avenues to advance the field. First, I argue for a nuanced understanding of job insecurity by distinguishing between cognitive and affective dimensions, as well as between quantitative and qualitative aspects. By avoiding oversimplification, we can better capture the complex experiences of job insecurity. Second, I challenge the prevailing notion of job insecurity as solely a hindrance stressor with uniformly negative consequences. Instead, I emphasize its potentially motivating effects under certain conditions and advocate for exploring its curvilinear effects on outcomes. Third, I advocate for the adoption of competing theoretical frameworks to enrich our understanding of job insecurity's implications across multiple levels, especially focusing on outcomes at the team, unit, and organizational levels. Finally, I call for more intervention studies aimed at mitigating job insecurity at its sources and improving the well-being outcomes of job-insecure employees. To sum, I highlight the importance of challenging conventional assumptions and fostering innovative approaches in job insecurity research.

Job insecurity, that is, the perceived threat of job loss or of valued job features, is a well-documented stressor with negative consequences for employees. This lead article proposes to advance the field by going both deeper and broader in linking individual job insecurity experiences to their social context on the microlevel (individual characteristics), the mesolevel (the individual's immediate social context such as organizations) and the macrolevel (the wider context such as countries). Going deeper, we discuss theoretical and methodological approaches to investigate how job insecurity affects employees' experience of work but also their identity and life outside work—essentially, how people view themselves and their place in society. Going broader, we review evidence of macrolevel influences as predictors and moderators of job insecurity, as well as the effects of job insecurity on political attitudes and behaviour. Taken together, we discuss these two streams of research as top-down and bottom-up mechanisms in the interplay between individual job insecurity experiences and their socio-political context. We conclude with suggestions for future research and theory development to move the field forward. We hope to provide a fruitful point of departure to delve into the mechanisms between experiences of job insecurity and the broader social context.

Prior research has shown that customer incivility impacts targeted employees' performance. Yet, whether such experiences also influence bystander employees has been overlooked. In this work, we take a third-party perspective and suggest that observed customer-to-colleague incivility may have a positive impact on bystander employees' service performance. Drawing on social learning theory, we develop a model where we study the consequence of observed customer-to-colleague incivility on service performance through self-reflection. A two-week experience sampling study with data collected from 99 nurses revealed that, observed daily customer-to-colleague incivility was positively related to bystander employees' daily self-reflection, which in turn was positively associated with their daily service performance. Moreover, we identified performance-based self-esteem (i.e., the importance of performance to self-esteem) as a key boundary condition that explains for whom witnessing customer-to-colleague incivility is more likely to engender higher self-reflection. The theoretical and practical implications of these findings are discussed.