Journal of Occupational and Organizational Psychology最新文献

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.

Drawing on a dual cognitive pathway model of creativity, we propose that transformational leadership and directive-achieving leadership induce employees' cognitive flexibility and cognitive persistence, respectively. These two cognitive processes differentially mediate the leadership–creativity relationship. Study 1 provides support for the mediation hypotheses, based on a sample of 189 Chinese and 138 Anglo-Australian employee–peer dyads in a retail setting. Study 2, with a sample of 244 employees and their leaders from 66 research-and-development project teams, also tests the moderating effects of project stage. The findings show that transformational leadership has a stronger positive effect on cognitive flexibility in the early stage of a project, while directive-achieving leadership has a stronger positive effect on cognitive persistence in the later stage. Cognitive flexibility and cognitive persistence, in turn, are associated with individual creativity. This research provides important implications for how and when different leadership approaches promote creativity.

Self-determination theory (SDT) postulates that all humans have basic psychological needs for autonomy, competence, and relatedness. SDT scholars employ a necessity logic to define and interpret the roles of psychological need satisfaction for optimal human development. However, traditional regression techniques, often applied to test hypotheses derived from SDT, are unsuitable for testing necessity statements. To achieve a theory-method alignment, we employed necessary condition analysis (NCA) to examine whether basic psychological needs at work are necessary for employees' intrinsic motivation, identified regulation, life satisfaction, and vigour at work. Study 1's cross-sectional data (N = 550; Germany) and Study 2's time-lagged data (N = 417; UK and US) generally support the necessary roles of need satisfaction. Notably, intrinsic motivation and vigour are especially constrained by basic psychological need satisfaction. This research advances SDT by providing more precise accounts of the theory from a necessity-oriented lens. We also highlight the importance of management practices that can satisfy employees' basic psychological needs at work.

Research on applicant impression management (IM) has primarily been conducted in the context of interviews and personality assessments. A gap remains in understanding how applicants manage impressions on self-report skill and biodata assessments, which are sometimes incorporated in the early stages of ‘skill-based’ hiring processes. Moreover, there is limited research about IM behaviour over time. We present an exploratory study that identifies profiles of responses to self-report skill inventories over time in a sample of 743 real-world job applicants. The results identify four different longitudinal response profiles throughout the job search, indicating that individual differences influence how (or if) applicants manage impressions over time. Implications for theory and practice are discussed, including how employers can identify applicant IM by examining response patterns over time.

Managers in many kinds of organizations encounter risks in their daily work. A key challenge involves finding ways to manage risks and prevent harm to individuals or organizations, while retaining risks to realize opportunities. These pressures create a tension between risk management and risk retention that prevails in many sectors and is especially consequential in organizations where failures to address it may be fatal. I use inductive analysis to explore qualitative data from 72 television production company managers whose work has potential for trauma, injury and death as well as success. I find the tension between risk management and risk retention can be understood in relation to perceptions and goals. I contribute to theorizing about organizational paradox by showing how perceptions of the tension differ at the individual level. Some managers perceive the tension as a trade-off, focus on risk management and emphasize safety goals. Other managers perceive the tension as a paradox and emphasize wider performance goals that encompass safety and risk. These managers use their agency to foster empowerment and creativity. Doing so enhances to both risk management and risk retention, creating a dynamic equilibrium that reduces harm, realizes opportunities and enriches performance.

Improving inter-agency working across organizations is an important goal across public and private sectors. The UK Emergency Services have spent a decade implementing organizational change to improve interoperability between the Police, Fire and Ambulance Services. JESIP—the group tasked with realising this change—have faced criticism. We evaluated JESIP's efforts by interviewing expert commanders, finding participants supported the principle of change, but issues impeded its implementation. We developed the Principle-Implementation Change Framework for Interoperability (PICI) to describe the gap between change principles and change implementation, identifying the macro-systemic, meso-organizational and micro-psychological processes between them. Key obstacles to implementation included macro-level funding issues, incompatible meso-level organizational structures and strained micro-level peer-to-peer relationships. Participants also reflected on the facilitators of change. At the meso-organizational level, JESIP was perceived to have improved inter-team communication and flexibility. At the micro-psychological level participants described enhanced trust, shared identities and the emergence of a new type of interoperability leader. This study highlights the importance of gaining support for the principle of interoperability while addressing implementation challenges posed by the inherent social complexities involved in this change. Change efforts must be monitored over time, considering the macro, meso and micro-level processes that influence the principle-implementation gap.

Drawing on fairness heuristic theory, we propose that organizational justice serves as a boundary condition determining how employees respond to perceived uncertainty in times of organizational crisis with different types of proactive voice (i.e. prosocial or self-interested). We conducted a three-wave survey study to test our hypotheses with a sample of 401 employee-supervisor dyads during the COVID-19 period. Results demonstrated the employee crisis-related uncertainty perception's positive indirect effect on employee prosocial voice via prosocial motive when organizational justice was higher, and its positive indirect effect on employee self-interested voice via self-interested motive when organizational justice was lower. We then discussed our implications for organizational crisis and employee voice literature.

We introduce Kane's Interpretation Use Argument approach to establishing a measure's validity to organizational scientists and extend it to multilevel constructs. First, we review five types of inferences (i.e., domain description, scoring, generalization, extrapolation and implication) that could be targeted by applied psychologists and management scholars, enumerate the types of analyses that fall under each of the inferences and describe how they help provide a clearer overview to support score use. We apply this framework to organize evidence related to a short and theory-driven scale that measures safety climate by developing six potential factor structures for safety climate scores, along with their meaning and interpretations, selecting items from the SOPS survey and analysing data from the 2021 and 2022 SOPS datasets, two large government surveys from the health care industry (N = 77,674 and 183,573, respectively) that feature a nested data structure on three levels. A shared construct model was the model that received the most empirical support. We conclude with a discussion of the implications of measuring safety climate using shared construct models, the limitations of the SOPS survey, and we trace a map for future efforts to constructing a validity argument.