Journal of Occupational and Organizational Psychology最新文献

The socialization literature has traditionally assumed the existence of a tension between the encouragement of newcomers' assimilation (i.e., the successful integration into the social environment) to enhance task performance and the encouragement of their differentiation (i.e., the safe expression of valuable perspectives) to enhance their creativity. However, how and when newcomers find balance between assimilation and differentiation for better performance and creativity remain unclear. Drawing on optimal distinctiveness theory, we address this limitation by developing and testing a dual-pathway model of newcomer socialization, where (a) two distinct forms of trust in supervisor (i.e., affective and cognitive) foster, namely, newcomer task performance via an assimilation process (i.e., social integration) and newcomer creativity via a differentiation process (i.e., voice); and (b) newcomer rule-following shapes these indirect effects. Results from a three-wave longitudinal survey involving 171 newcomer–supervisor dyads supported our predictions. We discuss the implications of these findings for management theory and practice.

Leadership research has paid limited attention to how distinct leadership behaviours operate jointly under conditions of high complexity in high-reliability settings. This study examines how transformational and directive leadership behaviours combine to influence team psychological safety and patient outcomes during complex surgical procedures. Drawing on situational strength theory and integrative leadership perspectives, we argue that the complementarity of people-focused (transformational) and task-focused (directive) leadership becomes especially functional when surgical complexity is high, enhancing team psychological safety and indirectly improving patient outcomes. We test these arguments using multi-source, time-sequenced data from 150 surgeries, including third-party observations of intraoperative leadership behaviours, team reports of psychological safety, objective indicators of surgical errors and blood loss, and patient-reported postoperative complications. Results show that under high surgical complexity, transformational and directive leadership interact to predict higher team psychological safety. In turn, psychological safety is associated with more observed surgical errors per hour but fewer and less severe post-discharge complications. Transformational leadership shows no unconditional main effects; rather, its benefits emerge only when paired with directive leadership under high complexity. These findings highlight the importance of contextual boundary conditions and demonstrate how leadership combinations shape performance processes and outcomes in high-reliability surgical environments.

To address when and to what extent leaders enact directive behaviour, we integrate adaptive leadership theory with trait-activation theory to conceptualize directive leadership as a social adaptation process shaped by leader–team interactions. We propose that leader core self-evaluation (CSE) represents a motivational and flexible potential for directive behaviour, which is activated or inhibited by two distinct yet complementary team signals: aggregate team CSE (a trait-like team psychological signal) and team past performance (a state-like team feedback signal). Results from a multi-source, three-wave field study of 203 leaders and 1520 team members supported both the two-way and three-way interaction hypotheses. The relationship between leader CSE and directive leadership was contingent on aggregate team CSE: the relationship was positive when aggregate team CSE was lower but turned negative when it was higher. Team past performance further qualified this interaction, such that the negative moderating effect of aggregate team CSE was stronger when team past performance was higher than when it was lower. Our findings advance leadership theory by elucidating how directive leadership emerges from the interplay among leader traits, team psychological resources, and outcome feedback cues, offering a nuanced account of when leaders calibrate their directive behaviour in response to team contexts.

Cognitive job demands in the JD-R theory are surprisingly underexplored. Despite extensive research using the JD-R model, we lack a comprehensive understanding of how cognitive job demands affect employee well-being and do not have a widely accepted definition of these demands. This is particularly concerning, as cognitive job demands have become a crucial characteristic of the 21st-century work environment, especially with increasing job complexity and technological advancements such as AI. Therefore, in this conceptual paper, we draw on cognitive and work psychology research to explore the concept of cognitive job demands within the JD-R and propose a typology of these demands. We address three key questions: (1) How can cognitive job demands be defined? (2) Are cognitive job demands a challenge demand, a hindrance demand or potentially even a job resource? (3) What roles do personal and job resources play in managing cognitive job demands? This paper aims to explore cognitive demands and their effects on employees, laying the foundation for future research on the changing cognitive nature of contemporary jobs within the JD-R framework. Our questions about cognitive demands also raise important challenges for broader JD-R research, leading to proposals for the further development of the JD-R theory.

Transformational leadership research has predominantly assumed that followers are motivated to work hard under a transformational leader due to the pleasant social and personal experiences they derive from the leader. Challenging and complementing this view, we adopt a self-discrepancy perspective to propose anticipated guilt of failure, a psychological discomfort arising from concerns about failing to fulfil one's obligations, as a novel explanatory mechanism. We argue that transformational leadership will induce followers to anticipate feelings of guilt over potential failures in meeting their leaders' expectations, thereby motivating them to exert extra effort at work, particularly in uncertain work environments. Across four studies, including two field surveys and two experiments (total N = 1166), we consistently find that anticipated guilt of failure, as an unpleasant and prevention-focused motivational state, mediates the positive effect of transformational leadership on followers' extra work effort, even after accounting for previously established pleasant, promotion-focused mediators. Moreover, perceived work uncertainty strengthens this new mediation process by amplifying the effect of transformational leadership on anticipated guilt of failure. Our research uncovers an unintended psychological cost that transformational leadership likely imposes on followers in motivating their work effort, offering new insights into how transformational leaders motivate and impact followers.

The relation between Item Response Theory tree (IRTree) estimates of within-person variability in responses to Big Five personality items and supervisor ratings of job performance was examined in this research. Using a large incumbent sample (N = 1108), within-person variability within and across Big Five domains was estimated using a modern IRTree model. The results suggest that the direction and magnitude of the relation between IRTree estimates of within-person variability in personality and supervisor ratings of job performance depend on the level at which within-person variability is estimated (within or across Big Five domains) and the level at which performance is measured (broad or specific dimensions of job performance). Additionally, there were multiple instances in which Big Five within-person variability estimates predicted job performance over and above trait estimates. The implications of these findings as well as limitations and future directions are discussed.

Drawing on research on toxic emotions and toxic climates, we investigate the emotional consequences of knowledge theft—when a colleague intentionally takes credit for our work or ideas. In two experimental studies, we highlight the central role of perceived loss in the relationship between the experience of knowledge theft and the anger it elicits in victims. Furthermore, we propose and evaluate two practical interventions that leaders and colleagues can implement to mitigate the toxic emotional effects of knowledge theft and to restore what was lost. Our experimental results demonstrate that when leaders and colleagues amplify rightful ownership, knowledge theft victims' anger is reduced as ownership is restored. By implementing preventative measures that acknowledge and protect idea ownership, organizations can interrupt the toxicity of knowledge theft and mitigate its detrimental consequences on victims.

Claims regarding the implications of employee cannabis use vary considerably even though little research explores cannabis as it relates to the modern workplace. Drawing from substance use theories and the epidemiology literature, we develop a conceptual model that suggests after-work cannabis use is a mechanism to help employees protect cognitive resources in the evening, allowing them to stay engaged at work the next day. In a daily diary study of cannabis users and non-users, we find no link between after-work cannabis use and next-day executive functioning, cognitive engagement or daily task performance. A deeper dive into the literature led to a contextualized model including both within- and between-person moderators that we tested in a second daily diary study of cannabis users. We specifically predict moderated indirect effects from after-work cannabis use to cognitive engagement at work the following day. Results from this second study indicate after-work cannabis use interacts with daily workload and a between-person performance-related cannabis use motive to predict next-day cognitive engagement. Daily cognitive engagement is subsequently related to changes in daily task performance. Collectively, results suggest that theories on employee substance use should be updated to better account for the daily effects (or non-effects) of after-work cannabis use on important workplace outcomes.

Networking is an important career self-management strategy that affects objective and subjective career outcomes. Concerning gender differences, the prevailing assumption is that women benefit less from networking than men. Yet, some findings on the effects of specific subdimensions of networking suggest that although men benefit from most dimensions, women may benefit as much or even more from at least some dimensions. Based on theories of stereotypes and homophily, as well as findings from social network studies, we explore whether internal and external networking have different effects on career outcomes for men and women. Using data from an 8-year longitudinal study (N = 229), we employ hierarchical linear modelling to examine how internal and external networking behaviours affect changes in salary and career satisfaction. We find that men's salary growth benefits from internal networking, whereas women's salary growth benefits from external networking. Contrary to our expectations, we find only cross-sectional, but no longitudinal, effects of networking on career satisfaction. Our findings suggest that men and women might emphasize different forms of networking to maximize objective returns.

I-deals provide flexibility and play an important role in sustaining workforce participation among older workers (a growing segment of the workforce). Employee decisions to request i-deals are likely shaped by various cognitions, including perceived benefits of i-deals and expectancies of successful negotiation with their employer. However, what shapes these cognitions has been overlooked in i-deals research. Unfavourable perceptions of value or expectancy of i-deals can serve as significant barriers and curtail access to i-deals. We apply expectancy theory of motivation and examine factors that influence i-deal-related beliefs and i-deal request behaviour. We tested our predictions using two different i-deals: workload reduction and development i-deals. Data (N = 715) were collected in three waves, with antecedents at T1, expectancy beliefs and intention to seek i-deals a month later at T2, and i-deal request behaviours six months later at T3. We found that career ambition influenced valence of development i-deals while work–life conflict influenced valence of workload reduction i-deals. Generalized self-efficacy predicted expectancy beliefs, and perceptions of i-deal availability predicted instrumentality beliefs (for both i-deal types). Valence, expectancy and instrumentality beliefs were related to intention to seek i-deals, which in turn predicted actual i-deal requests in the following 6 months.