Journal of Occupational and Organizational Psychology最新文献

To date, empirical studies of customer incivility have primarily focused on exploring the negative reactions of victims. We shift the predominant focus from victims to observers (coworkers of the victims) and establish a link between customer incivility and observers' service performance. According to attribution theory, we propose that customer incivility could exert differential effects on observers' service performance, which depend on observers' blame attribution. Specifically, when observers make employee-directed blame attribution, customer incivility is more likely to trigger observers' self-reflection, which in turn increases their service performance. Conversely, when observers make customer-directed blame attribution, customer incivility is more likely to evoke observers' moral anger, which in turn decreases their service performance. The scenario experimental design (Study 1) and time-lagged survey design (Study 2) provide support for our hypotheses. By developing a dialectical framework that integrates opposing attributional pathways, this study advances the customer incivility literature and provides insightful implications to service managers.

Emotion regulation at work is important; however, effective emotion regulation is difficult, necessitating timely intervention. We developed an ecological momentary emotion regulation intervention that incorporated two cognitive reappraisal strategies. Using a randomized controlled trial design, we assessed the impact of the cognitive reappraisal intervention on employees' workplace affective experiences and, in turn, counterproductive work behaviour (CWB) and overall job performance. Participants in the between-person intervention and control groups (N = 88 and N = 88, respectively) completed two cognitive reappraisal or control activities daily for three workweeks and reported on their daily work outcomes. Results revealed that the cognitive reappraisal intervention significantly mitigated negative affect and enhanced positive affect, which in turn reduced CWB and improved overall job performance, respectively. Furthermore, a follow-up 1 month after the end of the intervention revealed no “fade out” of the intervention effect. Finally, among the two cognitive reappraisal strategies tested, results revealed that reappraising the situation was more effective than reappraising the emotion. Substantively, the study provides valuable evidence linking reappraisal-based emotion regulation interventions to sustained improvements in job performance. Methodologically, the study provides a causal yet in situ demonstration of the effectiveness of workplace ecological momentary interventions.

Although leaders in organizations may set stretch goals (i.e., extremely difficult goals that seem unattainable given employees' current capabilities) to motivate employee development, the extreme difficulty of such goals may also demotivate them. Understanding when stretch goals may foster rather than hinder employee development is critical. By exploring the contingent role of leader goal support, this research delves into the motivational and demotivational effects of stretch goals. The results of an experimental study and a multi-wave field study suggest that employees are more likely to appraise stretch goals as challenges when leader goal support is higher, and more likely to appraise stretch goals as hindrances when leader goal support is lower. Challenge and hindrance appraisals, subsequently, lead to proactive skill development and withdrawal behaviour, respectively. That stretch goals were more directly related to hindrance than challenge appraisals in both studies should caution leaders in organizations against using stretch goals often. When stretch goals are used, they should be complemented with high leader goal support.

Research on thriving has garnered significant scholarly attention. Yet, knowledge is lacking on the role that polychronicity plays in leveraging the hard work and dedication of frontline employees to acquire and utilize new knowledge and skill sets needed to thrive at work, and the condition under which this is expected to occur. We draw on the socially embedded model of thriving to examine how frontline employees' polychronic proclivities elicit their thriving at work (i.e. learning) through work engagement mechanism and the boundary condition of the unintended (negative) consequence of training. We examine our hypotheses based on a unique multi-wave and multi-source data from 261 frontline hotel employees and their colleagues in 10 four-star hotels in Ghana. Results indicate polychronicity's direct and indirect (via work engagement) effect on the learning facet of thriving at work. The strength of the direct effect of polychronicity on work engagement is offset and the indirect effect is attenuated by the unintended (negative) effect of the training frontline employees receive from their hotel organizations. Implications for theory and practice are discussed, with limitations and several suggestions made for future research endeavours.

Ageing populations have often been stereotyped as inherently technologically illiterate, exacerbating concerns that older workers suffer diminished occupational proficiency in later life, especially as working life becomes increasingly digitalized. This presumed incompatibility with work is especially true of older people with dementia. Research on extending working lives has largely ignored people with dementia, instead focussing more broadly on ageing populations. This oversight propagates the misassumption that a dementia diagnosis inevitably necessitates unemployment. We propose a new digital futures perspective, wherein digitalization extends and enhances the working lives of people with dementia, complementing and enhancing employee abilities, by optimizing person–environment fit. To do so, we combine conceptual insights from disability studies, arguing that cognitive impairments become disabling in unsupportive contexts, and dementia studies, advocating coproductive praxis whereby workers with dementia are centred in organizational disability strategy. Coproduction can resist digital ageism, wherein older people are commonly excluded from decision-making and development based on misleading social stereotypes. We then exemplify how digital technologies such as voice-command and LLMs can optimize environments to both extend and enhance the working lives of older adults with cognitive impairment. We also advocate greater research in this area that meaningfully includes people with dementia throughout.

The extant literature on authentic leadership (AL) has neglected to consider how the experience of AL may be particularly challenging for minoritized leaders. This research advances knowledge by contextualizing AL for lesbian, gay, bisexual and transgender (LGBT) leaders who represent a unique minoritized group. Using qualitative data from 23 LGBT individuals in various leadership positions, we examine, via an abductive approach, how they try to enact AL within their role. Our first contribution, developed through template analysis, is that we enhance knowledge about the challenges and opportunities that AL presents for LGBT leaders. Our second contribution is that we build upon our template to create a new framework that advances a contextualized understanding of AL for LGBT leaders. In doing so, we introduce three theoretical propositions and identify important avenues for future research that further explore how context shapes AL behaviour, how AL is subjectively interpreted and experienced by leaders themselves, as well as in how AL scholarship can better consider issues around inclusion. Our results highlight the importance of organizations in helping LGBT leaders manage the unique challenges they experience with AL, such as through tailored leadership development and a positive diversity climate.

This study investigates the role of self-leadership in mediating the relationship between paradoxical leadership and innovative work behaviour, with emphasis on the moderating impacts of leader-member exchange (LMX). Study 1 featured 307 service industry employees in a 6-month longitudinal survey, whereas Study 2 included 288 employees in an experimental design. The results indicate that paradoxical leadership significantly enhances innovation by balancing directive and empowering behaviours, with self-leadership and high-quality LMX relationships serving as critical mediators and moderators. Employees demonstrate higher innovation levels when they feel empowered and supported by their leaders. Empowering leaders with paradoxical skills and nurturing strong LMX relationships can spark innovation, boost employee creativity, and fuel a competitive advantage. This study adds compelling empirical support to the leadership and innovation literature regarding the transformative impact of combining seemingly contradictory leadership behaviours to foster an innovative and dynamic organizational culture.

Developing as a leader is widely recognized as a challenging endeavour that takes time. However, little research has been done to explain the process through which future representations of oneself as a leader relate to current leader identity and how future and current leader selves motivate action. Integrating possible selves theory with identity-based motivation theory and across three independent studies, we test a serial-mediation model in which a salient future leader self sequentially relates to leader identity, affective motivation to lead, and proactive leadership behaviour. Our Pilot Study (N = 186) was conducted at two time points over a year apart with employees from a manufacturing company. Study 1 (N = 265) included repeated measurement at three time points, each a month apart, with employees from different industries. Study 2 (N = 301) included repeated measurement at four time points, each 2 weeks apart, with employees from different industries. Cross-lagged analyses provided support for our hypothesized process model and allowed us to examine reciprocal relationships. The theoretical implications for leadership and leader identity theory are discussed along with the practical implications for prospective leaders and their development in organizations.

Leadership approaches that positively affect employees and organizations, such as transformational leadership, are subject to questions regarding their costs to leaders. Recent studies have taken a more critical stance on transformational leadership, concerning its emotional costs on leaders themselves in the short term. Moving beyond the investigation of the transient effects of transformational leadership on leaders, we integrate a learning and adaptation perspective with social cognitive theory to explore transformational leadership behaviours as an agentic experience that develops leader self-efficacy for emotional regulation over time. In turn, the enhanced self-efficacy for emotional regulation promotes increases in leader work engagement. Using a latent change score approach with four-wave (with a 1-month interval), multisource field data from 243 leaders and 1807 followers, we found empirical support for our research model. The theoretical and practical implications of these findings are discussed.