Journal of Occupational and Organizational Psychology最新文献

Integrating social cognitive perspective, social exchange perspective, and social identity perspective, we developed a research model examining how leader humility affects follower prosocial behaviours via three psychological mechanisms (i.e., self-efficacy, affective trust, and perceived insider status). We used two field survey studies to examine our research model. Using a three-wave lagged design, Study 1 (N = 221) found that leader humility had positive indirect effects on employee knowledge exchange, an information-based indicator of prosocial behaviours, through all three mechanisms. To constructively replicate and extend our findings, Study 2 (N = 230) used a multi-source and three-wave lagged design and incorporated two additional indicators of prosocial behaviours: helping behaviour and voice behaviour. The results showed that affective trust mediated the positive effects of leader humility on all indicators of prosocial behaviours, indicating that social exchange is a powerful theoretical lens in explaining the implications of leader humility. Self-efficacy mediated the positive effect of leader humility on knowledge exchange and helping behaviour. However, perceived insider status did not exhibit any significant mediating effect. We discussed the theoretical and practical implications of these findings for leadership.

We integrate insights from attachment theory and relational leadership to develop a novel interpersonal explanation of why, how and when followers' attachment anxiety and avoidance impact performance. Drawing on the attachment system dynamics model, we posit that attachment avoidance will be negatively related to LMX quality, whereas attachment anxiety will be positively related to LMX ambivalence. Furthermore, we predict that followers' anxious (and avoidant) attachment styles will interact with leader neuroticism leading to a hyperactivation (deactivation) of the attachment system, manifesting in greater LMX ambivalence (and lower LMX quality). Across three studies, we found consistent evidence for a positive relationship between follower attachment anxiety and LMX ambivalence, as well as an indirect effect between attachment anxiety and job performance. Leader neuroticism was especially likely to induce LMX ambivalence and, in turn, undermine job performance in anxiously attached followers. Attachment avoidance, although unaffected by leader neuroticism, was negatively related to LMX quality across all three studies and demonstrated an indirect effect on job performance in Study 3. Overall, our findings shed light on the unique explanatory power of relational mechanisms, beyond previously examined intrapersonal mechanisms, for understanding the attachment style–performance relationship as well as the role that leader characteristics play in triggering the attachment system in anxious followers.

Organizations and their leaders are recognized as key players in staff well-being and engagement but there is limited longitudinal research with large samples. Moreover, it is not clear how specifically leader behaviour impacts on well-being. Based on the social identity approach, we argue that school leaders who are capable of crafting and clarifying what it means to be an organizational member while actively representing the groups' interests—an identity leader—will be able to foster a positive school climate. In turn, this positive climate should result in a range of positive outcomes for school staff members, including better well-being and engagement in their work. Using a longitudinal survey of over 6000 school staff, we found support for our hypothesis: school staff members who perceived their school leaders as being identity leaders perceived a more positive school climate 1 year later, which, in turn, predicted higher levels of well-being (lower burnout, lower stress and higher self-esteem) and engagement in school outcomes (higher organizational commitment, team morale and professional development). Overall, these results underline the key role that school identity leaders play in crafting positive working environments and outcomes for staff members.

The COVID-19 pandemic, as a major crisis event, could have changed people's career goals. We examined change trajectories in self-transcendent versus self-enhancement career strivings during the COVID-19 pandemic among 662 employees from Germany with eight measurement waves across 7 months. Building on event systems theory and the literature on prosocial motivation and altruism, we examined whether affective and cognitive self-focused and other-focused reactions to the pandemic (i.e., personal distress, empathic concern, and perceived responsibility) predicted differences in changes in career strivings. Analyses with growth curve mixture modelling suggest three distinct groups in terms of stable (N = 537), declining (N = 12), and increasing (N = 113) self-transcendent versus self-enhancement career strivings. Controlling various individual and contextual factors, membership in the increasing group was predicted by more empathic concern for people negatively affected by the COVID crisis. In addition, less dispositional self-concern, more other-concern, less job insecurity, experiencing job loss and less career impact of the pandemic predicted an increasing self-transcendent versus self-enhancement career strivings trajectory compared to other trajectories. The results imply that career strivings can change during major crisis events, predicted by empathic reactions to the effects of the crisis and personal dispositions and contextual factors.

Past research suggests that personal Internet usage (PIU) at work can carry both costs and benefits for employees, but offers no explanation for these mixed results. In this research, we argue that the competing findings might be due to the existence of different types of PIU. We take a daily approach and propose that hedonic PIU (HPIU, i.e. relaxing oneself) benefits employees' end-of-workday well-being and work engagement while utilitarian PIU (UPIU, i.e. solving others' problems) hinders their well-being and work engagement. We test our theorizing using three studies. In Study 1, we summarized previous PIU studies and relied on machine learning methods to classify the 618 PIU activities identified in prior studies. We found that prior research mixed HPIU and UPIU and might reach different conclusions. In Study 2, we condensed the PIU activity list in Study 1 and developed measurement scales of HPIU and UPIU. In Study 3, we analysed 1063 multi-wave daily inputs from 125 employees and found that on a daily basis, HPIU benefits employees' well-being by fostering a state of recovery, while UPIU impedes well-being and work engagement by inducing a state of depletion. Moreover, supervisor support for employees' personal behaviours strengthens the beneficial effect of HPIU.

Drawing from transformational leadership (TFL) theory and research on contextual leadership, we examined a conditional process model of leadership in nursing teams to predict patient loyalty. Using TFL's individualized consideration dimension as a salient facet of the construct in care services, we first posited that nurses' team affective commitment would partially mediate the impact of nurse leadership. We further conceptualized nurse–physician collaboration, organizational formalization and task feedback as discrete contexts that may curb the influence of head nurses' individualized consideration. In a three-wave, multisource and multilevel study, we surveyed 654 nurses and 1770 patients from 91 hospital units. We found that team-level head nurses' individualized consideration positively and partially related to patient loyalty through nurses' team commitment and that higher levels of nurse–physician collaboration, organizational formalization and task feedback were associated with reduced influence of individualized consideration on team commitment and patient loyalty. We discuss the implications of these findings for advancing theory and research on TFL and contextual factors of leadership.

The rise of home-based teleworking and the ageing of the workforce constitute two major trends impacting the future of work. Managing these trends well requires a good understanding of how worker age and telework intersect and which mechanisms link age and telework outcomes. We integrated perspectives of boundary theory and the lifespan model of selection, optimization, and compensation and investigated in two studies the relationship between employee age and two telework outcomes (work–life balance and unfinished tasks) as mediated by boundary management tactics aimed at segmenting work and nonwork roles. Across Study 1 (a two-wave study with 172 teleworkers) and Study 2 (a three-wave study with 282 teleworkers), we found positive associations between age and use of segmenting boundary management tactics during telework. We further identified indirect effects of age on higher productivity in terms of fewer unfinished tasks (both studies) and better work–life balance (Study 2) through boundary management tactics use. Robustness checks indicated that age effects remain significant after controlling for a number of demographic characteristics, work and home demands, motivational factors, and self-regulatory skills. Findings suggest that older workers effectively navigate the blurred work-nonwork boundaries in home-based telework using self-regulatory behaviour that supports positive telework outcomes.

Crafting research has often focused solely on the work domain or examined work and non-work life domains separately, using a variable-centered approach. Little is known about the interactions of crafting processes in the work and non-work domain. In this time-lagged study, we examined (1) the relationship between job and off-job crafting behaviours using a person-centered approach to identify crafting profiles, (2) whether job, home and personal resources differentially predicted these profiles and (3) whether these profiles differed in relation to outcomes, that is work engagement and mental well-being. We conducted a three-wave, time-lagged survey with 3-month intervals among 2125 employees. The results revealed three profiles of active (18.0%), average (48.2%) and least active (33.9%) crafters. Analyses of predictors showed that active crafters had higher levels of home developmental possibilities and self-efficacy than average and least active crafters, likewise for average crafters compared with least active crafters. Furthermore, active crafters had higher levels of social support at home than least active crafters. Regarding well-being outcomes, active crafters experienced significantly higher mental well-being than average and least active crafters and higher work engagement than least active crafters. Interventions to enhance employee's resources could stimulate crafting behaviours, ultimately improving well-being.

Given that AI is becoming an increasingly active participant in work teams, this study explores how team trust emerges in human–AI teams compared to human–human teams. Adopting a multi-level approach, we conducted two experimental studies (N_Study1 = 247 two-member teams and N_Study2 = 106 three-member teams, 828 individuals overall) and investigated how team composition (with AI or human team members) impacts interpersonal trust (affective and cognitive) and thus team trust. In two-member teams, interpersonal trust via perceived trustworthiness and not via perceived similarity was lower in human–AI teams compared to human–human teams. Exploratory findings showed that team identification and cognitive interpersonal trust were also lower in two-member human–AI teams than in human–human teams. However, in three-member teams, we found no differences in team trust via interpersonal trust between the two team types. Instead, our findings revealed that perceived trustworthiness and perceived similarity increased interpersonal trust and, in turn, team trust for both team types. With this research, we showed that underlying theories and evidence of team trust in human-only teams can enhance understanding of human–AI teams, though the results indicated certain differences that call for further investigation.

Despite the unfavourable labour market and work environment conditions that have emerged in the last decade, this study identifies the factors that positively influence employee motivation. The study was conducted in Greece's banking sector, which was at the epicentre of the economic crisis. A new research model is proposed exploring the relationships between employee motivating factors, employee performance and organizational effectiveness. This model is empirically tested using structural equation modelling on data from 328 bank employees. The results are controversial, showing that non-financial incentives motivate Greek bank employees most, emphasizing their need to stay in their jobs. Highly motivated workers may boost corporate effectiveness by improving employee performance. Even though this study found that non-financial incentives motivate employees most, management should not overlook financial and job-related reward programmes. Managers must provide financial compensation, job security, and supportive leadership to reduce employee dissatisfaction and keep employees motivated. Managers should view recognition as an essential component of motivation because it contributes to the creation of an environment that is both productive and efficient for the organization. The conclusions drawn from studying Greece's 10-year-long economic crisis are significant because many other countries around the world are experiencing (or may experience) a similar crisis.