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

Integrating the voice endorsement literature and behavioral integrity theory, this research first advances the constructs and develops the scales for supervisors' word-oriented and deed-oriented voice endorsement in Study 1. In Study 2, we examine how supervisors' word-oriented and deed-oriented voice endorsement influence employee voice behavior. Results from a four-wave field study demonstrate that supervisors' word-oriented voice endorsement is negatively related to perceived supervisor behavioral integrity, whereas supervisors' deed-oriented voice endorsement is positively related to perceived supervisor behavioral integrity. Perceived supervisor behavioral integrity enhances employees' willingness to discuss ideas and ultimately promotes their voice behavior. In addition, a higher (versus lower) level of explanation providing weakens the negative impact of supervisors' word-oriented voice endorsement and strengthens the positive impact of supervisors' deed-oriented voice endorsement on perceived supervisor behavioral integrity. Theoretical and practical implications are discussed.

This study explores the impact of green human resource management (HRM) practices on employees' pro-environmental behaviors beyond the workplace. To explore this cross-domain resource transfer process, we draw on self-determination theory and propose that workplace environmental training can inspire employees to engage in green leisure crafting outside of work, thereby enhancing spontaneous personal green behaviors. In addition, building on person–environment fit theory, we further identify employees' environmental values as a positive contingency of the proposed cross-domain resource transfer. Our empirical analysis, based on two-wave data from 404 employees, reveals that green leisure crafting mediates the relationship between workplace environmental training and employees' green behaviors in their personal lives. These findings offer valuable insights into how modern organizations can meet the growing demand for environmental management and create social value by empowering their employees to contribute to environmental sustainability beyond organizational boundaries.

The social identity approach to leadership contends that the most effective leaders represent, advance, create, and embed a shared social identity (i.e., a sense of ‘we’ and ‘us’) within the groups they lead. Building on previous research, our study examines whether the perceived identity leadership of coaches and athlete leaders is associated with a range of key performance indicators (notably team and individual performance and effort) through team identification and team cohesion. We also examine if these relationships are generalisable across WEIRD (Westernised, Educated, Industrialised, Rich, and Democratic) and non-WEIRD countries while looking at whether they vary as a function of national culture (i.e., ingroup collectivism). To this end, we collected data from 3,135 football players across 211 teams in nine countries who engaged in an average of 4.02 sessions per week (SD = 2.03). Data were analysed using multilevel (multigroup) regressions and indicated that coaches' and athlete leaders' perceived identity leadership was associated with all performance indicators via both team identification and cohesion. For the most part, these relationships held across WEIRD and non-WEIRD countries. However, we also found some evidence that the relationships between identity leadership and performance varied cross-culturally and were generally stronger in countries high on ingroup collectivism. Together, these data suggest that identity leaders—across geographical and cultural borders—can make teams more effective and that they achieve this by leveraging ‘our’ strength in ways that make ‘us’ more cohesive.

Work alienation (WA) is on the rise, especially in today's era of globalization and digitalization. However, its foundational ties to Marx and Hegel's conceptualizations are often overlooked. Despite extensive scholarly examination across disciplines, the conceptualization of WA remains plagued by a lack of consensus concerning its definitions, processes, and operationalizations. This systematic literature review identifies four major definitional approaches and their inherent limitations. First, equating WA with its antecedents diverts attention from its core mechanisms. Second, definition-by-negation leads to an underspecified construct, raising questions about empirical congruence. Third, defining WA through its correlates risks confusing it with different concepts. Fourth, expanding the construct of WA, to include distant constructs with surplus meanings, camouflages WA's essence, hindering a deeper understanding of the phenomenon. To enhance conceptual clarity, this paper aims to clarify WA's definitions, measurements, guiding theories, triggers, ramifications, and coping strategies within organizational contexts. Drawing from Hegel and Marx's dialectical lens, we compose a definition centered on a three-faceted self-other dialectic. Also, we present a three-stage developmental model, illustrating how WA develops and manifests itself as the relationships among the self, others, and work-life contexts evolve. By integrating elements from various management theories, we offer a fresh perspective for new research aimed at preventing WA. By addressing the theoretical and practical challenges that may arise, we emphasize the crucial role of Human Resource Management and team leaders in recognizing and mitigating WA to preserve vital individual, team, organizational and societal resources.

Interpersonal trust is one of the most widely studied topics in organizational research. One notable theoretical controversy that has remained over the decades is the potential distinction between trust and distrust. The current research advances this debate by developing and validating theory-based measures of trust and distrust. We take an attitude theory approach to develop scales based on the Lewicki et al. (1998) conceptualization of trust and distrust. Across four studies utilizing a variety of work-based samples and contexts, we present evidence of internal consistency, reliability, factor structure, construct validity, and criterion-related validity. These studies support the primary theoretical assertions from Lewicki et al. that trust and distrust are distinguishable attitudes with differing nomological networks and that individuals can experience attitudinal ambivalence (i.e., the existence of both positive and negative attitudes toward the same target). Findings extend trust and distrust theory by demonstrating that competence and intent are further sub-facets of trust and distrust attitudes and that distrust in one's supervisor at work predicts incremental variance in emotional exhaustion and counterproductive work behaviors beyond trust. Ultimately, the scale presented enables future research and practice focused on disentangling trust and distrust in the workplace.

Researchers have often examined the leader-member exchange (LMX) relationship from a univalent perspective, using a continuum from low to high exchange quality. This perspective has overlooked the possibility that employees may perceive their LMX relationships as both high and low quality (known as LMX ambivalence). In the present study, we draw on the transactional theory of stress and coping to examine how LMX ambivalence influences employees' interpersonal behaviors toward their leaders. In Study 1, a three-wave field study with 338 Chinese employees, we found that the experience of LMX ambivalence can decrease relational energy and lead to an increase in avoidance- and approach-oriented counterproductive work behaviors towards leaders (CWBs-L). Furthermore, LMX importance intensifies the negative effects of LMX ambivalence on relational energy. Study 2 employed a scenario-based method to compare the effects of ambivalent LMX relationships with positive and negative LMX relationships and provided additional evidence for our hypotheses. This research contributes to a broader understanding of behavioral responses to LMX ambivalence.

Social scientists and practitioners alike, so far, assume that leader mindfulness is inherently beneficial while paying limited attention to its potential drawbacks. Drawing upon social information processing theory, we contend that leader mindfulness is a mixed blessing as it relates to follower creativity. Using two multi-wave, multi-source field studies, our findings indicate a negative relationship between leader mindfulness and leader–follower dyadic affective conflict, which in turn increases follower creativity. However, leader mindfulness has a negative relationship with leader–follower dyadic cognitive conflict, resulting in decreased follower creativity. Further, perceived leaders' organizational embodiment strengthens the positive indirect effect of leader mindfulness on follower creativity through leader–follower dyadic affective conflict, whereasperceived leaders' organizational embodiment does not moderate the indirect effect through leader–follower dyadic cognitive conflict. Theoretical and practical insights regarding leader mindfulness and follower creativity are discussed.

Despite the importance of leader humor in sustaining organizational effectiveness, little is known about how and when leader humor affects employee thriving, an important indicator of employee personal growth and organizational sustainable human capital. Drawing on and extending the socially embedded model of thriving at work, this study takes a balanced view and investigates the positive and negative impacts of leader humor on employee thriving. On the one hand, we propose that leader humor is related to information inadequacy, which hinders employee thriving. On the other hand, we argue that leader humor enables employees' positive affect, which enhances their level of thriving. Three-wave data collected from 268 employees working in various industries support our hypotheses. The findings show that high-quality information and affect resources exchange relationships with teammates (i.e., team–member exchange) alleviate the detrimental effect of leader humor on information adequacy but do not affect its beneficial effect on positive affect, which facilitates employee thriving as a whole. This study has practical implications on how practitioners can capitalize on leader humor and build a thriving workforce.

It is well established that in contemporary Western society, work and family (WF) are often navigated by both members of a parenting couple. However, existing understandings regarding the communicative processes by which both parents navigate, and relationally co-construct WF boundaries together, remain somewhat of a theoretical blind spot. This study provides insights into the relational communicative practices that coupled, heterosexual parents engage in when navigating WF boundaries. Our couple-level data collected during the UK Covid-19 lockdown period, in which both parents simultaneously experienced boundary disruption, explore the communicative practices or ‘tactics’ engaged in to relationally navigate boundaries in this context. Utilising a novel multi-method, qualitative approach constituting in-depth interviews and daily diaries, we extend the concept of communicative tactics put forward by Kreiner et al.. Specifically, our findings uncover new relational patterns of communicative tactics utilised for WF boundary navigation, which we term ‘synergistic’ and ‘siloed’ communicative modes. We demonstrate how the tactics of ‘expectation setting’ and ‘confronting violators’, alongside the novel communicative tactic we term ‘re-setting expectations’, can be enacted in very different ways depending upon the overarching communicative mode, thereby constituting distinct relational communicative approaches. We further demonstrate the role of (gendered) power dynamics on communicative practices revealing how such dynamics can impact upon prevailing gender (in)equality between parents. We conclude by discussing the implications of these findings for both future research and practice.

Work as a calling theory predicts that perceiving and living out a calling lead to higher task performance, and empirical evidence supports the assumption that perceiving a calling is related to task performance. Yet, the longitudinal precedence between career calling and task performance has not been investigated. This study examines the temporal relationship between career calling and self-rated task performance using a three-wave longitudinal design with 285 US employees. Findings from a cross-lagged panel model analysis indicate that self-rated task performance predicts career calling more strongly than the reverse. These results suggest that self-rated task performance outcomes may drive the development of a career calling, challenging traditional assumptions. The study's implications highlight the importance of performance feedback in cultivating employees' sense of purpose and calling. Future research should explore the boundary conditions of this relationship and consider various performance metrics.