Journal of Occupational and Organizational Psychology最新文献

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.

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.