Pub Date : 2025-01-06DOI: 10.1177/00187267241305277
Dawn S Carlson, Kaylee Hackney, Merideth J Thompson, Gary Thurgood
Do fathers experience discrimination during pregnancy? YES! In this study, we explore the experience of fathers’ pregnancy discrimination (FPD), or the perceived unfavorable treatment of fathers in the workplace due to their wives expecting a baby. Applying the action regulation model of work–family balance, we examine FPD as a resource barrier that impacts both the father’s perceived work–family balance and the father’s and mother’s turnover. In a sample of 247 expectant fathers across four time periods using a newly developed and validated measure of FPD, we examine the four different action strategies that fathers might use in reaction to the resource barrier of FPD to attain work and family goals. Policy use (engagement strategy) was ineffective, but going the extra mile (changing strategy) was effective in achieving greater perceived work–family balance. For those who used disengagement strategies, the father’s desire for the mother to turnover (sequencing strategy) contributed to the mother’s turnover while the father’s turnover intention (revising strategy) contributed to the father’s turnover as avenues for goal attainment. This research provides an empirical examination of the four action strategies simultaneously invoked in response to a resource barrier (FPD) with implications for perceived balance and actual turnover.
{"title":"The impact of father’s pregnancy discrimination on the work–family interface: An action-regulation approach","authors":"Dawn S Carlson, Kaylee Hackney, Merideth J Thompson, Gary Thurgood","doi":"10.1177/00187267241305277","DOIUrl":"https://doi.org/10.1177/00187267241305277","url":null,"abstract":"Do fathers experience discrimination during pregnancy? YES! In this study, we explore the experience of fathers’ pregnancy discrimination (FPD), or the perceived unfavorable treatment of fathers in the workplace due to their wives expecting a baby. Applying the action regulation model of work–family balance, we examine FPD as a resource barrier that impacts both the father’s perceived work–family balance and the father’s and mother’s turnover. In a sample of 247 expectant fathers across four time periods using a newly developed and validated measure of FPD, we examine the four different action strategies that fathers might use in reaction to the resource barrier of FPD to attain work and family goals. Policy use (engagement strategy) was ineffective, but going the extra mile (changing strategy) was effective in achieving greater perceived work–family balance. For those who used disengagement strategies, the father’s desire for the mother to turnover (sequencing strategy) contributed to the mother’s turnover while the father’s turnover intention (revising strategy) contributed to the father’s turnover as avenues for goal attainment. This research provides an empirical examination of the four action strategies simultaneously invoked in response to a resource barrier (FPD) with implications for perceived balance and actual turnover.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142929392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-19DOI: 10.1177/00187267241303268
Adam Saifer, Patrizia Zanoni
Prompted by the Black Lives Matter movement, and COVID-19’s deepening of inequalities, philanthropic foundations are increasingly claiming racial justice as a core part of their mission and strategy. This study uses a racial capitalism lens to examine racial justice organizations’ (RJOs) accountability relations towards the philanthropies that fund them. Drawing on interviews with leaders of Canadian RJOs, we unveil how the racial partitioning of leaders, fantasy and partners in these relations materially and symbolically dispossesses RJOs and the communities they represent. Our study complements the extant literature, which focuses on the depoliticization and co-optation effects of RJO–philanthropy accountability relations. Instead, we show how these accountability relations enforce ‘double dispossession’, thereby reproducing the racial capitalist political economy on which philanthropy is predicated. Our analysis indicates that philanthropy for racial justice, as it is currently practised, is impossible. We further identify the conditions under which it could become feasible.
{"title":"The political economy of accountability: Philanthropy’s ‘double dispossession’ of racial justice organizations under racial capitalism","authors":"Adam Saifer, Patrizia Zanoni","doi":"10.1177/00187267241303268","DOIUrl":"https://doi.org/10.1177/00187267241303268","url":null,"abstract":"Prompted by the Black Lives Matter movement, and COVID-19’s deepening of inequalities, philanthropic foundations are increasingly claiming racial justice as a core part of their mission and strategy. This study uses a racial capitalism lens to examine racial justice organizations’ (RJOs) accountability relations towards the philanthropies that fund them. Drawing on interviews with leaders of Canadian RJOs, we unveil how the racial partitioning of leaders, fantasy and partners in these relations materially and symbolically dispossesses RJOs and the communities they represent. Our study complements the extant literature, which focuses on the depoliticization and co-optation effects of RJO–philanthropy accountability relations. Instead, we show how these accountability relations enforce ‘double dispossession’, thereby reproducing the racial capitalist political economy on which philanthropy is predicated. Our analysis indicates that philanthropy for racial justice, as it is currently practised, is impossible. We further identify the conditions under which it could become feasible.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"263 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142869841","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-19DOI: 10.1177/00187267241303265
Biyun Hu, Soojung Han, Crystal M. Harold, Lauren D’Innocenzo, Soojin Lee
The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower members of the same team. In this study, we develop a theoretical model to delineate how and when differentiated empowering leadership affects team task performance. Drawing from social comparison theory, we position differentiated empowering leadership as adversely affecting team information sharing and subsequent team task performance. Moreover, we propose the indirect effect of differentiated empowering leadership on team task performance via team information sharing is conditional on organizational tenure diversity. To test our proposed model, we conducted a three-wave field study with 74 teams and their leaders from 17 South Korean firms. The results suggest that differentiated empowering leadership negatively affects team task performance through reduced team information sharing. This negative indirect effect was stronger in teams where organizational tenure diversity was low, compared with when it was high. The conclusions drawn from our research can help managers, HR professionals, and leadership coaches better understand and manage the complexities of empowering leadership to enhance team effectiveness.
{"title":"When differentiated empowering leadership hurts team performance: The roles of information sharing and tenure diversity","authors":"Biyun Hu, Soojung Han, Crystal M. Harold, Lauren D’Innocenzo, Soojin Lee","doi":"10.1177/00187267241303265","DOIUrl":"https://doi.org/10.1177/00187267241303265","url":null,"abstract":"The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower members of the same team. In this study, we develop a theoretical model to delineate how and when differentiated empowering leadership affects team task performance. Drawing from social comparison theory, we position differentiated empowering leadership as adversely affecting team information sharing and subsequent team task performance. Moreover, we propose the indirect effect of differentiated empowering leadership on team task performance via team information sharing is conditional on organizational tenure diversity. To test our proposed model, we conducted a three-wave field study with 74 teams and their leaders from 17 South Korean firms. The results suggest that differentiated empowering leadership negatively affects team task performance through reduced team information sharing. This negative indirect effect was stronger in teams where organizational tenure diversity was low, compared with when it was high. The conclusions drawn from our research can help managers, HR professionals, and leadership coaches better understand and manage the complexities of empowering leadership to enhance team effectiveness.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"53 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142869845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-17DOI: 10.1177/00187267241298620
Inbal Nahum-Shani, Jamie RT Yap, Peter A Bamberger, Mo Wang, Mary E Larimer, Samuel B Bacharach
Do the key drivers of alcohol misuse change as young adults transition from early to late stages of employee onboarding? To answer this question, a series of hypotheses were tested based on two waves of data collected from 1240 college graduates from four different universities in the United States who reported obtaining full-time employment following college graduation. Data on alcohol misuse and hypothesized mechanisms—peer drinking norms and work-related stressors—were collected during the early (i.e. first few months on the job: T1) and late (12 months following initial assessment: T2) stages of employee onboarding. Results indicate that both a key work-related stressor (role overload) and injunctive peer drinking norms (i.e. those focusing on others’ approval) drive alcohol misuse in the transition from early to late stages of onboarding. However, while the relationships between injunctive peer drinking norms and alcohol misuse remain constant over the two measurement points, the mediated relationships between work-related stressors and alcohol misuse via distress is curvilinear and significantly weakens from early to late onboarding. We argue that this observed attenuation suggests that some risk factors can drive alcohol misuse in a way that is non-monotonic as well as dynamic over the course of emerging adults’ career entry.
{"title":"How and when do work stressors and peer norms impact career entrants’ alcohol-related behavior and its consequences?","authors":"Inbal Nahum-Shani, Jamie RT Yap, Peter A Bamberger, Mo Wang, Mary E Larimer, Samuel B Bacharach","doi":"10.1177/00187267241298620","DOIUrl":"https://doi.org/10.1177/00187267241298620","url":null,"abstract":"Do the key drivers of alcohol misuse change as young adults transition from early to late stages of employee onboarding? To answer this question, a series of hypotheses were tested based on two waves of data collected from 1240 college graduates from four different universities in the United States who reported obtaining full-time employment following college graduation. Data on alcohol misuse and hypothesized mechanisms—peer drinking norms and work-related stressors—were collected during the early (i.e. first few months on the job: T1) and late (12 months following initial assessment: T2) stages of employee onboarding. Results indicate that both a key work-related stressor (role overload) and injunctive peer drinking norms (i.e. those focusing on others’ approval) drive alcohol misuse in the transition from early to late stages of onboarding. However, while the relationships between injunctive peer drinking norms and alcohol misuse remain constant over the two measurement points, the mediated relationships between work-related stressors and alcohol misuse via distress is curvilinear and significantly weakens from early to late onboarding. We argue that this observed attenuation suggests that some risk factors can drive alcohol misuse in a way that is non-monotonic as well as dynamic over the course of emerging adults’ career entry.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"55 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142841947","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-07DOI: 10.1177/00187267241301720
Roman Kislov, Mike Bresnen, Gill Harvey
Whereas vision is central to understanding leadership influence in organisations, it has mostly been explored either in predominantly hierarchical or predominantly pluralistic contexts. We know relatively little about how the processual dynamics, content and sources of vision evolve when senior teams are undergoing a transition from hierarchical to collective leadership. Drawing upon a qualitative longitudinal study undertaken within a UK-based academic–practitioner partnership in the healthcare sector, we examine the transitions and transformations in leader vision triggered by deliberate attempts to pluralise leadership arrangements in its senior team. We develop a process model that highlights three stages in the evolution of vision (‘problematising’, ‘debating’ and ‘accepting’) and accounts for variation in how different components of vision develop over time. Our contribution lies in underscoring the heterogeneous, temporally fluid and contested nature of vision; its continuous shaping as a result of the dynamic interplay between individualistic and collectivistic forces; and the multifocal and multidirectional agentic influences involved in its evolution. We argue that managed pluralisation, viewed as an interplay between hierarchical and collective forms of control, leads to accommodation and incorporation of divergent views within the evolving shared vision, facilitating acceptance but diluting the potential of the resulting vision to stimulate change.
{"title":"Getting your message across? The evolution of leader vision and managed pluralisation of leadership","authors":"Roman Kislov, Mike Bresnen, Gill Harvey","doi":"10.1177/00187267241301720","DOIUrl":"https://doi.org/10.1177/00187267241301720","url":null,"abstract":"Whereas vision is central to understanding leadership influence in organisations, it has mostly been explored either in predominantly hierarchical or predominantly pluralistic contexts. We know relatively little about how the processual dynamics, content and sources of vision evolve when senior teams are undergoing a transition from hierarchical to collective leadership. Drawing upon a qualitative longitudinal study undertaken within a UK-based academic–practitioner partnership in the healthcare sector, we examine the transitions and transformations in leader vision triggered by deliberate attempts to pluralise leadership arrangements in its senior team. We develop a process model that highlights three stages in the evolution of vision (‘problematising’, ‘debating’ and ‘accepting’) and accounts for variation in how different components of vision develop over time. Our contribution lies in underscoring the heterogeneous, temporally fluid and contested nature of vision; its continuous shaping as a result of the dynamic interplay between individualistic and collectivistic forces; and the multifocal and multidirectional agentic influences involved in its evolution. We argue that managed pluralisation, viewed as an interplay between hierarchical and collective forms of control, leads to accommodation and incorporation of divergent views within the evolving shared vision, facilitating acceptance but diluting the potential of the resulting vision to stimulate change.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"36 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142789883","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-07DOI: 10.1177/00187267241302783
Jonas Friedrich, Chris Steyaert
Democratizing entrepreneurship itself is by far no guarantee for emancipation: the majority can (over)rule, masculinist dominance or regressive ideologies may flourish, and exclusions occur. By ethnographically following the transformation of a socially engaged agency into a diverse cooperative, we offer a processual study of emancipatory entrepreneuring that is undoing the paternal, family-like, and pseudo-democratic enterprise and creates a diverse cooperative with shared ownership, co-leadership, and queered sensitivities to gender, racism, and affective difference. Our analysis thereby relies on the political concept of “disidentification” and its process of queer worldmaking as developed by José Esteban Muñoz. On this conceptual basis, we redraw becoming democratic as an ongoing in-between process of “decomposing” heroic and patriarchally inclined entrepreneurship and ongoingly “recomposing” democratic entrepreneuring through revising interrelated layers of inequality. By introducing the theory of “disidentification”, we contribute with a queer-feminist conceptual vocabulary to analyze the intertwined political and processual nature of emancipation. Transformation is neither understood as a revolution nor a planned linear change but rather as an ongoing in-between process that subversively recycles former, habitual ways of interacting into undertaking different, more inclusive worldmaking.
{"title":"Emancipatory entrepreneuring as disidentification: A queer-feminist view of becoming a democratic cooperative","authors":"Jonas Friedrich, Chris Steyaert","doi":"10.1177/00187267241302783","DOIUrl":"https://doi.org/10.1177/00187267241302783","url":null,"abstract":"Democratizing entrepreneurship itself is by far no guarantee for emancipation: the majority can (over)rule, masculinist dominance or regressive ideologies may flourish, and exclusions occur. By ethnographically following the transformation of a socially engaged agency into a diverse cooperative, we offer a processual study of emancipatory entrepreneuring that is undoing the paternal, family-like, and pseudo-democratic enterprise and creates a diverse cooperative with shared ownership, co-leadership, and queered sensitivities to gender, racism, and affective difference. Our analysis thereby relies on the political concept of “disidentification” and its process of queer worldmaking as developed by José Esteban Muñoz. On this conceptual basis, we redraw becoming democratic as an ongoing in-between process of “decomposing” heroic and patriarchally inclined entrepreneurship and ongoingly “recomposing” democratic entrepreneuring through revising interrelated layers of inequality. By introducing the theory of “disidentification”, we contribute with a queer-feminist conceptual vocabulary to analyze the intertwined political and processual nature of emancipation. Transformation is neither understood as a revolution nor a planned linear change but rather as an ongoing in-between process that subversively recycles former, habitual ways of interacting into undertaking different, more inclusive worldmaking.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142789886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-29DOI: 10.1177/00187267241300866
Roberta Fida, Irene Skovgaard-Smith, Claudio Barbaranelli, Marinella Paciello, Rosalind Searle, Ivan Marzocchi, Matteo Ronchetti
While considerable attention has been devoted to understanding how individual characteristics influence unethical actions, far less research has examined the role of social and organisational processes. We introduce the concept of organisational moral disengagement (OrgMD), drawing on Bandura’s moral agency theory, to explain how unethicality may be fostered in organisations. OrgMD is a multilevel construct, capturing perceptions of the mechanisms through which morality can be suspended in an organisation allowing unethical practices to flourish. Using four empirical studies, we validated OrgMD at both individual and organisational levels. The first three studies were conducted at individual level (Study 1: two waves, 301 workers; Study 2: two waves, 297 workers; Study 3: 297 workers), while the fourth adopted a multilevel design (3050 workers nested in 113 organisations). OrgMD, although highly correlated with personal moral disengagement, emerges as a distinct construct that operates both at individual and organisational levels. We show that when members perceive their organisation to be morally disengaged, they are more likely to engage in unethical pro-organisational behaviour and silence. The concept of OrgMD advances understanding of the social processes through which unethical organisational activities can be normalised as acceptable in organisations.
{"title":"The suspension of morality in organisations: Conceptualising organisational moral disengagement and testing its role in relation to unethical behaviours and silence","authors":"Roberta Fida, Irene Skovgaard-Smith, Claudio Barbaranelli, Marinella Paciello, Rosalind Searle, Ivan Marzocchi, Matteo Ronchetti","doi":"10.1177/00187267241300866","DOIUrl":"https://doi.org/10.1177/00187267241300866","url":null,"abstract":"While considerable attention has been devoted to understanding how individual characteristics influence unethical actions, far less research has examined the role of social and organisational processes. We introduce the concept of organisational moral disengagement (OrgMD), drawing on Bandura’s moral agency theory, to explain how unethicality may be fostered in organisations. OrgMD is a multilevel construct, capturing perceptions of the mechanisms through which morality can be suspended in an organisation allowing unethical practices to flourish. Using four empirical studies, we validated OrgMD at both individual and organisational levels. The first three studies were conducted at individual level (Study 1: two waves, 301 workers; Study 2: two waves, 297 workers; Study 3: 297 workers), while the fourth adopted a multilevel design (3050 workers nested in 113 organisations). OrgMD, although highly correlated with personal moral disengagement, emerges as a distinct construct that operates both at individual and organisational levels. We show that when members perceive their organisation to be morally disengaged, they are more likely to engage in unethical pro-organisational behaviour and silence. The concept of OrgMD advances understanding of the social processes through which unethical organisational activities can be normalised as acceptable in organisations.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142753633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-05DOI: 10.1177/00187267241290637
Tiina Tuominen
Reflexivity is often considered a prerequisite for institutional work. However, the relationship between reflexivity and institutional work has rarely been examined rigorously in empirical research, and there is a lack of consensus on when and how reflexivity motivates such efforts. This study aims to address this gap by reviewing existing operationalisations of reflexivity and exploring how different forms of reflexivity impacted employees’ engagement in institutional work in a public organisation undergoing institutional change. The empirical results revealed seven distinct patterns of reflexivity and institutional work, indicating that variations across three dimensions of reflexive evaluation – scope, openness and relationality – contributed to decisions about whether and how to engage in institutional work. The results also demonstrated that reflexivity is profoundly grounded in individuals’ concerns and shaped by their work and professional histories. These findings suggest that researchers and practitioners must develop a deeper understanding of the multidimensional nature of reflexivity in order to foster meaningful employee contributions to institutional processes.
{"title":"Relations between reflexivity and institutional work: A case study in a public organisation","authors":"Tiina Tuominen","doi":"10.1177/00187267241290637","DOIUrl":"https://doi.org/10.1177/00187267241290637","url":null,"abstract":"Reflexivity is often considered a prerequisite for institutional work. However, the relationship between reflexivity and institutional work has rarely been examined rigorously in empirical research, and there is a lack of consensus on when and how reflexivity motivates such efforts. This study aims to address this gap by reviewing existing operationalisations of reflexivity and exploring how different forms of reflexivity impacted employees’ engagement in institutional work in a public organisation undergoing institutional change. The empirical results revealed seven distinct patterns of reflexivity and institutional work, indicating that variations across three dimensions of reflexive evaluation – scope, openness and relationality – contributed to decisions about whether and how to engage in institutional work. The results also demonstrated that reflexivity is profoundly grounded in individuals’ concerns and shaped by their work and professional histories. These findings suggest that researchers and practitioners must develop a deeper understanding of the multidimensional nature of reflexivity in order to foster meaningful employee contributions to institutional processes.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"71 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142588621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-01DOI: 10.1177/00187267241288680
Shuqi Li, Russell E Johnson, Hun Whee Lee, Brent A Scott
The power to ignite change in organizations does not rest solely with managers—it can also stem from employees. Employee voice, the upward communication of change-related information, can be a powerful catalyst for inspiring managers to be transformational. To examine how this process unfolds, we utilize the transmission model of inspiration as a theoretical foundation for identifying when and for whom employee voice inspires managers to exhibit change-oriented behavior. Using experience sampling (Study 1) and critical incident (Study 2) methods, we find that employee promotive voice evokes manager inspiration, which in turn motivates managers to enact transformational behavior. In contrast, prohibitive voice, by itself, is not associated with managers’ inspiration and transformational behavior. However, manager trait construal level serves as a critical boundary condition. Managers with a higher-level construal are more likely to be inspired by prohibitive voice because they are more likely to recognize the potential value of such voice, approach it with great interest, and link it to organizational goals. Our study extends knowledge on the consequences of voice by elucidating its impact on managers’ transformational behavior and addresses a critical gap in leadership research by spotlighting the influence that followers have on leaders.
{"title":"Inspired to be transformational: The interplay between employee voice type and manager construal level","authors":"Shuqi Li, Russell E Johnson, Hun Whee Lee, Brent A Scott","doi":"10.1177/00187267241288680","DOIUrl":"https://doi.org/10.1177/00187267241288680","url":null,"abstract":"The power to ignite change in organizations does not rest solely with managers—it can also stem from employees. Employee voice, the upward communication of change-related information, can be a powerful catalyst for inspiring managers to be transformational. To examine how this process unfolds, we utilize the transmission model of inspiration as a theoretical foundation for identifying when and for whom employee voice inspires managers to exhibit change-oriented behavior. Using experience sampling (Study 1) and critical incident (Study 2) methods, we find that employee promotive voice evokes manager inspiration, which in turn motivates managers to enact transformational behavior. In contrast, prohibitive voice, by itself, is not associated with managers’ inspiration and transformational behavior. However, manager trait construal level serves as a critical boundary condition. Managers with a higher-level construal are more likely to be inspired by prohibitive voice because they are more likely to recognize the potential value of such voice, approach it with great interest, and link it to organizational goals. Our study extends knowledge on the consequences of voice by elucidating its impact on managers’ transformational behavior and addresses a critical gap in leadership research by spotlighting the influence that followers have on leaders.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"241 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142563232","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-27DOI: 10.1177/00187267241290979
Anna Stöber, Verena Girschik
Pushing for social change at work is frustrating and precarious. Many employee activists therefore seek support in communities that form around their aspirations and reside ‘between’ organizations. This article advances our understanding of how community participation shapes employee activists’ experiences of their change agency as they return to and pursue their social purpose in their corporate lives. Grounded in an in-depth qualitative study of an inter-organizational community of employee activists, we introduce the notion of ‘dispersed collectivity’: employee activists generate a shared sense of collectivity that they maintain even as they disperse into their workplaces. Dispersed collectivity enables subtle agentic experiences by emboldening employee activists to endure their often-challenging corporate lives, unsettle corporate norms, and detach from their corporate positions. Even without mobilizing a collective push for change across firms, communities can thus play a critical role in sustaining employee activism. Our study contributes a more nuanced account of employee activists’ change agency and offers new theoretical insights into the role of inter-organizational communities in social change, the practices they can use to build collective momentum and empathic connections, and their impact on employee activists’ determination to drive social change from within.
{"title":"Cultivating dispersed collectivity: How communities between organizations sustain employee activism","authors":"Anna Stöber, Verena Girschik","doi":"10.1177/00187267241290979","DOIUrl":"https://doi.org/10.1177/00187267241290979","url":null,"abstract":"Pushing for social change at work is frustrating and precarious. Many employee activists therefore seek support in communities that form around their aspirations and reside ‘between’ organizations. This article advances our understanding of how community participation shapes employee activists’ experiences of their change agency as they return to and pursue their social purpose in their corporate lives. Grounded in an in-depth qualitative study of an inter-organizational community of employee activists, we introduce the notion of ‘dispersed collectivity’: employee activists generate a shared sense of collectivity that they maintain even as they disperse into their workplaces. Dispersed collectivity enables subtle agentic experiences by emboldening employee activists to endure their often-challenging corporate lives, unsettle corporate norms, and detach from their corporate positions. Even without mobilizing a collective push for change across firms, communities can thus play a critical role in sustaining employee activism. Our study contributes a more nuanced account of employee activists’ change agency and offers new theoretical insights into the role of inter-organizational communities in social change, the practices they can use to build collective momentum and empathic connections, and their impact on employee activists’ determination to drive social change from within.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"35 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142490842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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