While most research emphasizes the harmful effects of abusive supervision, we argue that certain contextual factors—specifically hazardous work environments and supervisor gender—may lead abusive supervision to be perceived as driven by performance promotion intentions as opposed to injury initiation intentions. We introduce the concept of Safety-Specific Abusive Supervision (SSAS), which we define as the extent to which a supervisor's active response to safety incidents is perceived by employees as abusive. Drawing from event system theory and research on attributions of abusive supervision, we theorize that when supervisors engage in SSAS, employees are more likely to attribute their behavior to performance promotion rather than injury initiation, perceiving the supervisors' actions as a means to keep them safe rather than to cause harm. We predict that performance promotion attributions mediate the relationship between SSAS and safety performance outcomes, namely safety voice and perceived supervisor safety commitment. However, consistent with role congruity theory, we hypothesize that this relationship is only true for male supervisors and not for female supervisors. Across three studies (two experimental studies and one field study), we largely find support for our hypotheses.
{"title":"Getting away “Scott” (but not Susan) free: The effects of safety-specific abusive supervision and supervisor gender on follower attributions and safety outcomes","authors":"John Fiset, Alyson Byrne","doi":"10.1002/job.2837","DOIUrl":"https://doi.org/10.1002/job.2837","url":null,"abstract":"While most research emphasizes the harmful effects of abusive supervision, we argue that certain contextual factors—specifically hazardous work environments and supervisor gender—may lead abusive supervision to be perceived as driven by performance promotion intentions as opposed to injury initiation intentions. We introduce the concept of Safety-Specific Abusive Supervision (SSAS), which we define as the extent to which a supervisor's active response to safety incidents is perceived by employees as abusive. Drawing from event system theory and research on attributions of abusive supervision, we theorize that when supervisors engage in SSAS, employees are more likely to attribute their behavior to performance promotion rather than injury initiation, perceiving the supervisors' actions as a means to keep them safe rather than to cause harm. We predict that performance promotion attributions mediate the relationship between SSAS and safety performance outcomes, namely safety voice and perceived supervisor safety commitment. However, consistent with role congruity theory, we hypothesize that this relationship is only true for male supervisors and not for female supervisors. Across three studies (two experimental studies and one field study), we largely find support for our hypotheses.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"19 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142261162","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}
Barbara Körner, Maike E. Debus, Chia-Huei Wu, Martin Kleinmann
This research brings a broad stress appraisal lens to the study of frequent daily work interruptions, offering a unifying theoretical framework to answer why and when work interruptions can engender negative or positive reactions, thereby explaining seemingly contradictory empirical findings. Drawing on cognitive appraisal theory, we propose that frequent interruptions simultaneously trigger hindrance and threat appraisals, which are associated with negative affective reactions (daily negative affect), and challenge appraisal promoting progress toward daily goals (daily work goal progress). These reactions subsequently shape attitudes (daily job satisfaction) later in the day. Furthermore, when an individual appraises frequent interruptions as controllable (i.e., secondary appraisal), they are less likely to view them as a hindrance or threat and more likely to view them as a challenge. Daily diary data from two studies show that frequent work interruptions can elicit hindrance, threat, and challenge appraisals, and threat appraisal is found to increase daily negative affect and undermine daily work goal progress and, thus, daily job satisfaction. In Study 1, interruptions facilitate daily work goal progress. We also discuss the results of secondary appraisal as a moderator. Taken together, our research provides a broad lens of stress appraisal to expand future research on interruptions.
{"title":"How and when do frequent daily work interruptions contribute to or undermine daily job satisfaction? A stress appraisal perspective","authors":"Barbara Körner, Maike E. Debus, Chia-Huei Wu, Martin Kleinmann","doi":"10.1002/job.2833","DOIUrl":"https://doi.org/10.1002/job.2833","url":null,"abstract":"This research brings a broad stress appraisal lens to the study of frequent daily work interruptions, offering a unifying theoretical framework to answer why and when work interruptions can engender negative or positive reactions, thereby explaining seemingly contradictory empirical findings. Drawing on cognitive appraisal theory, we propose that frequent interruptions simultaneously trigger hindrance and threat appraisals, which are associated with negative affective reactions (daily negative affect), and challenge appraisal promoting progress toward daily goals (daily work goal progress). These reactions subsequently shape attitudes (daily job satisfaction) later in the day. Furthermore, when an individual appraises frequent interruptions as controllable (i.e., secondary appraisal), they are less likely to view them as a hindrance or threat and more likely to view them as a challenge. Daily diary data from two studies show that frequent work interruptions can elicit hindrance, threat, and challenge appraisals, and threat appraisal is found to increase daily negative affect and undermine daily work goal progress and, thus, daily job satisfaction. In Study 1, interruptions facilitate daily work goal progress. We also discuss the results of secondary appraisal as a moderator. Taken together, our research provides a broad lens of stress appraisal to expand future research on interruptions.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"24 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142261212","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}
Stephanie Merritt, Elizabeth Boyle, Christopher Johnson, Paul Niemann, Sammie Parsley
SummaryThe unfolding model of voluntary turnover established that there is no “one size fits all” turnover experience. Anecdotal evidence suggests that voluntary turnover experiences can be painful, yet the role of social pain (as distinct from dissatisfaction) in turnover and subsequent job selection has not yet received much scholarly attention. In Study 1, we re‐analyze 13 detailed case histories of employees who had recently quit one organization and entered another. Using a cluster analysis of the terms they used when describing their reasons for leaving and when describing what attracted them to their new roles, we find that experiencing social pain in the prior role affected the things people prioritized when selecting a new role. Furthermore, sentiment analysis revealed that higher social pain was linked with lower positive sentiment (hope, excitement, joy, etc.) during the job search process. Study 2 creates a self‐report measure of social pain, and Study 3 quantitatively reaffirms the relationship between social pain and subsequent affect. This set of studies provides initial evidence that social pain is different from the attitudinal constructs that have been traditionally incorporated into voluntary turnover models (e.g., satisfaction, commitment, embeddedness) and that social pain may have implications for turnover, retention, and employees' post‐turnover destinations.
{"title":"To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role","authors":"Stephanie Merritt, Elizabeth Boyle, Christopher Johnson, Paul Niemann, Sammie Parsley","doi":"10.1002/job.2830","DOIUrl":"https://doi.org/10.1002/job.2830","url":null,"abstract":"SummaryThe unfolding model of voluntary turnover established that there is no “one size fits all” turnover experience. Anecdotal evidence suggests that voluntary turnover experiences can be painful, yet the role of social pain (as distinct from dissatisfaction) in turnover and subsequent job selection has not yet received much scholarly attention. In Study 1, we re‐analyze 13 detailed case histories of employees who had recently quit one organization and entered another. Using a cluster analysis of the terms they used when describing their reasons for leaving and when describing what attracted them to their new roles, we find that experiencing social pain in the prior role affected the things people prioritized when selecting a new role. Furthermore, sentiment analysis revealed that higher social pain was linked with lower positive sentiment (hope, excitement, joy, etc.) during the job search process. Study 2 creates a self‐report measure of social pain, and Study 3 quantitatively reaffirms the relationship between social pain and subsequent affect. This set of studies provides initial evidence that social pain is different from the attitudinal constructs that have been traditionally incorporated into voluntary turnover models (e.g., satisfaction, commitment, embeddedness) and that social pain may have implications for turnover, retention, and employees' post‐turnover destinations.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"103 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208563","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}
SummaryRapid growth in the gig economy has been facilitated by the increased use of algorithmic management (AM) in online platforms (OPs) coordinating gig work. There has been a concomitant increase in scholarship related to AM across scientific domains (e.g., computer science, engineering, operations management, management, sociology, and law). However, this literature is fragmented with scholars disagreeing on the conceptualization and measurement of AM, as well as a lack of consensus on the dimensions of AM influencing various gig worker‐related outcomes, the mechanisms through which these influences are exerted, and the relevant boundary conditions. To address these issues, we systematically reviewed the academic literature across scientific disciplines related to the AM of gig workers using natural language processing (NLP)‐based topic modeling. Our analysis yielded 12 topics, which we integrate using an input‐process‐output (IPO) framework to illustrate differing effects of AM on worker‐related outcomes. Based on our findings, we provide a comprehensive definition of AM, including its key dimensions, and highlight main mediating pathways through which the individual dimensions of AM impact various gig worker‐related outcomes. Finally, we provide a roadmap for future research on AM in the gig economy (GE) using an organizational behavior lens.
摘要在线平台（OPs）中越来越多地使用算法管理（AM）来协调临时工作，促进了临时工经济的快速增长。与此同时，各科学领域（如计算机科学、工程学、运营管理、管理学、社会学和法学）与算法管理相关的学术研究也在增加。然而，这些文献支离破碎，学者们对AM的概念化和测量方法存在分歧，对AM影响各种临时工相关结果的维度、这些影响的作用机制以及相关的边界条件也缺乏共识。为了解决这些问题，我们采用基于自然语言处理（NLP）的主题建模方法，系统地查阅了与临时工调控相关的各学科学术文献。我们的分析得出了 12 个主题，并利用输入-过程-输出（IPO）框架对这些主题进行了整合，以说明 AM 对工人相关结果的不同影响。基于我们的研究结果，我们提供了一个关于 AM 的全面定义，包括其关键维度，并强调了 AM 的各个维度影响各种演出工人相关结果的主要中介途径。最后，我们从组织行为学的视角，为未来有关 "临时工经济"（GE）中 "临时工 "的研究提供了路线图。
{"title":"Algorithmic management in the gig economy: A systematic review and research integration","authors":"Imran Kadolkar, Sven Kepes, Mahesh Subramony","doi":"10.1002/job.2831","DOIUrl":"https://doi.org/10.1002/job.2831","url":null,"abstract":"SummaryRapid growth in the gig economy has been facilitated by the increased use of algorithmic management (AM) in online platforms (OPs) coordinating gig work. There has been a concomitant increase in scholarship related to AM across scientific domains (e.g., computer science, engineering, operations management, management, sociology, and law). However, this literature is fragmented with scholars disagreeing on the conceptualization and measurement of AM, as well as a lack of consensus on the dimensions of AM influencing various gig worker‐related outcomes, the mechanisms through which these influences are exerted, and the relevant boundary conditions. To address these issues, we systematically reviewed the academic literature across scientific disciplines related to the AM of gig workers using natural language processing (NLP)‐based topic modeling. Our analysis yielded 12 topics, which we integrate using an input‐process‐output (IPO) framework to illustrate differing effects of AM on worker‐related outcomes. Based on our findings, we provide a comprehensive definition of AM, including its key dimensions, and highlight main mediating pathways through which the individual dimensions of AM impact various gig worker‐related outcomes. Finally, we provide a roadmap for future research on AM in the gig economy (GE) using an organizational behavior lens.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"25 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208559","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}
SummaryIn this article, we attempt to explain why diversity, equity, and inclusion (DEI) programs have become so widespread and central to organizations today. We propose that organizations have responded to powerful societal forces that emphasize the importance of diversity. Because achieving diversity is often difficult, organizations often emphasize the symbolic aspects of diversity, including mission statements on diversity and the creation of units to promote the organization's DEI reputation. This emphasis on diversity symbolism has led to some unintended and negative consequences. A major consequence is that organizations become vulnerable to the charge that they are engaging in “window dressing.” This charge can lead organizations to respond by setting even more difficult‐to‐achieve goals. We cite illustrative examples in which stakeholders have called on organizations to actually achieve diversity, prompting a new round of diversity‐related goal‐setting sometimes accompanied by legally questionable human resource procedures (e.g., preferential hiring). Another negative consequence of diversity symbolism is that it incentivizes a focus on surface rather than deep dimensions of diversity. This displacement of deep by surface level diversity may cause organization to forgo the advantages potentially afforded by the former relative to the latter. We suggest that the tradeoffs inherent in DEI warrant caution and realism in program implementation.
摘要 在本文中，我们试图解释为什么多样性、公平性和包容性（DEI）计划在当今组织中变得如此普遍和重要。我们认为，组织对强调多样性重要性的强大社会力量做出了回应。由于实现多样性通常很困难，因此组织往往强调多样性的象征意义，包括关于多样性的使命宣言，以及设立相关部门来提升组织的 DEI 声誉。这种对多样性象征意义的强调导致了一些意想不到的负面后果。一个主要后果是，组织容易受到 "装点门面 "的指控。这种指控会导致组织通过制定更难实现的目标来应对。我们举例说明，利益相关者呼吁组织切实实现多元化，从而引发新一轮与多元化相关的目标设定，有时还伴随着法律上有问题的人力资源程序（如优先录用）。多样性象征意义的另一个负面影响是，它促使人们关注多样性的表层而非深层。这种以表层多样性取代深层多样性的做法，可能会使组织放弃前者相对于后者可能带来的优势。我们认为，DEI 所固有的取舍需要在计划实施过程中保持谨慎和现实的态度。
{"title":"Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences","authors":"Ariel Levi, Yitzhak Fried","doi":"10.1002/job.2834","DOIUrl":"https://doi.org/10.1002/job.2834","url":null,"abstract":"SummaryIn this article, we attempt to explain why diversity, equity, and inclusion (DEI) programs have become so widespread and central to organizations today. We propose that organizations have responded to powerful societal forces that emphasize the importance of diversity. Because achieving diversity is often difficult, organizations often emphasize the symbolic aspects of diversity, including mission statements on diversity and the creation of units to promote the organization's DEI reputation. This emphasis on diversity symbolism has led to some unintended and negative consequences. A major consequence is that organizations become vulnerable to the charge that they are engaging in “window dressing.” This charge can lead organizations to respond by setting even more difficult‐to‐achieve goals. We cite illustrative examples in which stakeholders have called on organizations to actually achieve diversity, prompting a new round of diversity‐related goal‐setting sometimes accompanied by legally questionable human resource procedures (e.g., preferential hiring). Another negative consequence of diversity symbolism is that it incentivizes a focus on surface rather than deep dimensions of diversity. This displacement of deep by surface level diversity may cause organization to forgo the advantages potentially afforded by the former relative to the latter. We suggest that the tradeoffs inherent in DEI warrant caution and realism in program implementation.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"34 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142226554","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}
Christine L. Nittrouer, David Arena, Elisabeth R. Silver, Derek R. Avery, Mikki R. Hebl
SummaryIn the current paper, we discuss the positive impact of diversity, equity, and inclusion (DEI) initiatives in our workplaces, including the historical movements that led to their inception as well as the reactions that have resulted in forms of resistance and backlash. Although there may be risks inherent in engaging in social justice work within organizations, we summarize the large body of empirical work documenting the immense benefits of choosing to do so. We argue that the promise of DEI initiatives is evidenced in the research‐based findings demonstrating the effectiveness of those initiatives that have emerged over time (e.g., including both representation and inclusion focused initiatives). The progress made by several DEI initiatives that are still being fully explored is discussed, and we maintain their effectiveness within certain contexts provided the use of current empirical evidence. We conclude by suggesting the evolving science behind DEI initiatives is exactly what we would expect when responsibly employing the scientific method and, that by reviewing the data, it is clear that the long‐term benefits provided by DEI initiatives far outweigh any short‐term risks.
{"title":"Despite the haters: The immense promise and progress of diversity, equity, and inclusion initiatives","authors":"Christine L. Nittrouer, David Arena, Elisabeth R. Silver, Derek R. Avery, Mikki R. Hebl","doi":"10.1002/job.2835","DOIUrl":"https://doi.org/10.1002/job.2835","url":null,"abstract":"SummaryIn the current paper, we discuss the positive impact of diversity, equity, and inclusion (DEI) initiatives in our workplaces, including the historical movements that led to their inception as well as the reactions that have resulted in forms of resistance and backlash. Although there may be risks inherent in engaging in social justice work within organizations, we summarize the large body of empirical work documenting the immense benefits of choosing to do so. We argue that the promise of DEI initiatives is evidenced in the research‐based findings demonstrating the effectiveness of those initiatives that have emerged over time (e.g., including both representation and inclusion focused initiatives). The progress made by several DEI initiatives that are still being fully explored is discussed, and we maintain their effectiveness within certain contexts provided the use of current empirical evidence. We conclude by suggesting the evolving science behind DEI initiatives is exactly what we would expect when responsibly employing the scientific method and, that by reviewing the data, it is clear that the long‐term benefits provided by DEI initiatives far outweigh any short‐term risks.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"73 2 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208565","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}
SummaryTraditional variable‐centered job crafting research typically examines individual job crafting behaviors in isolation. This study builds upon existing person‐centered job crafting research, aiming to further validate job crafting profiles based on the job demands‐resources model. By testing profile similarity across different samples and time points, we identify three consistent job crafting profiles: proactive crafters, characterized by a high use of approach crafting and a moderate use of avoidance crafting; active crafters, who exhibit an average level of all job crafting strategies; and reactive crafters, marked by a low use of approach crafting strategies but a relatively high use of avoidance crafting. As theorized, the proactive crafters profile emerged as the most desirable, displaying the highest levels of self‐reported work engagement, task performance, and organizational citizenship behavior. This finding underscores that avoidance crafting becomes less detrimental when used alongside approach crafting. Moreover, our study reveals that proactive personality and job autonomy significantly increase the likelihood of employees being proactive crafters, offering empirical support for the notion that avoidance crafting can be an integral part of a proactive goal when combined with approach crafting.
{"title":"Combinations of approach and avoidance crafting matter: Linking job crafting profiles with proactive personality, autonomy, work engagement, and performance","authors":"Fangfang Zhang, Maria Tims, Sharon K. Parker","doi":"10.1002/job.2836","DOIUrl":"https://doi.org/10.1002/job.2836","url":null,"abstract":"SummaryTraditional variable‐centered job crafting research typically examines individual job crafting behaviors in isolation. This study builds upon existing person‐centered job crafting research, aiming to further validate job crafting profiles based on the job demands‐resources model. By testing profile similarity across different samples and time points, we identify three consistent job crafting profiles: proactive crafters, characterized by a high use of approach crafting and a moderate use of avoidance crafting; active crafters, who exhibit an average level of all job crafting strategies; and reactive crafters, marked by a low use of approach crafting strategies but a relatively high use of avoidance crafting. As theorized, the proactive crafters profile emerged as the most desirable, displaying the highest levels of self‐reported work engagement, task performance, and organizational citizenship behavior. This finding underscores that avoidance crafting becomes less detrimental when used alongside approach crafting. Moreover, our study reveals that proactive personality and job autonomy significantly increase the likelihood of employees being proactive crafters, offering empirical support for the notion that avoidance crafting can be an integral part of a proactive goal when combined with approach crafting.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"31 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208561","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}
Sviatlana Kamarova, Marylène Gagné, Djurre Holtrop, Patrick D. Dunlop
SummaryImplementing successful organizational change is challenging, and to better understand it, researchers and practitioners have proposed a variety of models of change management. Paradoxically, while the behavior change of organizational members lies at the core of organizational change, theories and models of behavior change are rarely applied to organizational change management. Such knowledge could improve our understanding of underlying psychological mechanisms behind organizational change adoption and maintenance. Using self‐determination theory as the framework, we developed a model of organizational change that integrates knowledge across the organizational and behavior change fields by (i) unifying change practices derived from organizational change models and from behavior change techniques, (ii) identifying and unifying underlying psychological mechanisms derived from theories that explain how organizational and behavior change occurs, and (iii) linking change practices to psychological mechanisms. The resulting model aims to provide theoretical and practical guidance for those involved in the planning and implementation of organizational change.
{"title":"Integrating behavior and organizational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organizational change","authors":"Sviatlana Kamarova, Marylène Gagné, Djurre Holtrop, Patrick D. Dunlop","doi":"10.1002/job.2832","DOIUrl":"https://doi.org/10.1002/job.2832","url":null,"abstract":"SummaryImplementing successful organizational change is challenging, and to better understand it, researchers and practitioners have proposed a variety of models of change management. Paradoxically, while the behavior change of organizational members lies at the core of organizational change, theories and models of behavior change are rarely applied to organizational change management. Such knowledge could improve our understanding of underlying psychological mechanisms behind organizational change adoption and maintenance. Using self‐determination theory as the framework, we developed a model of organizational change that integrates knowledge across the organizational and behavior change fields by (i) unifying change practices derived from organizational change models and from behavior change techniques, (ii) identifying and unifying underlying psychological mechanisms derived from theories that explain how organizational and behavior change occurs, and (iii) linking change practices to psychological mechanisms. The resulting model aims to provide theoretical and practical guidance for those involved in the planning and implementation of organizational change.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"7 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208562","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}
Xiaowen Hu, Lixin Jiang, Sara Willis, Tristan Casey, Chia‐Huei Wu
SummaryManaging workplace safety requires leaders to navigate through competing goals and processes. However, the current conceptualization and measurement of safety leadership do not adequately address this practical reality. To address this issue, we integrate paradox theory and paradoxical leadership research with safety‐management literature to develop the conceptualization and measurement of paradoxical safety leadership (PSL). We define PSL as a multidimensional construct that consists of seemingly contradictory yet interrelated leader behaviors to meet competing goals and demands in safety management. Using a combination of deductive and inductive methods, we identify four behavioral dimensions of PSL: (1) placing an emphasis on both production and safety; (2) enforcing safety compliance while allowing flexibility; (3) bridging upper management safety requirements versus frontline safety needs and requests; and (4) balancing time in the office and the time spent with employees in the field. We then provide evidence that supports the proposed four‐factor structure, reliability, convergent, discriminant, incremental validity, and cross‐cultural invariance of the PSL scale. Our study broadens the understanding of the role of leadership in workplace safety by developing a paradoxical approach to managing safety tensions and providing a measure that has the potential to advance research in both safety and paradox leadership domains.
{"title":"Paradoxical safety leadership: Conceptualization and measurement","authors":"Xiaowen Hu, Lixin Jiang, Sara Willis, Tristan Casey, Chia‐Huei Wu","doi":"10.1002/job.2826","DOIUrl":"https://doi.org/10.1002/job.2826","url":null,"abstract":"SummaryManaging workplace safety requires leaders to navigate through competing goals and processes. However, the current conceptualization and measurement of safety leadership do not adequately address this practical reality. To address this issue, we integrate paradox theory and paradoxical leadership research with safety‐management literature to develop the conceptualization and measurement of paradoxical safety leadership (PSL). We define PSL as a multidimensional construct that consists of seemingly contradictory yet interrelated leader behaviors to meet competing goals and demands in safety management. Using a combination of deductive and inductive methods, we identify four behavioral dimensions of PSL: (1) placing an emphasis on both production and safety; (2) enforcing safety compliance while allowing flexibility; (3) bridging upper management safety requirements versus frontline safety needs and requests; and (4) balancing time in the office and the time spent with employees in the field. We then provide evidence that supports the proposed four‐factor structure, reliability, convergent, discriminant, incremental validity, and cross‐cultural invariance of the PSL scale. Our study broadens the understanding of the role of leadership in workplace safety by developing a paradoxical approach to managing safety tensions and providing a measure that has the potential to advance research in both safety and paradox leadership domains.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"16 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208564","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}
Anna Carmella G. Ocampo, Jun Gu, Quan Li, Gamze Koseoglu, Lu Wang, Neal M. Ashkanasy
SummaryHeightened competition within and across organizations compels leaders to set inflexibly high standards and to demand creative performance from their employees. Considering recent research on the interpersonal approach to perfectionism and anger expression, we predicted that leaders' perfectionism combined with their anger expression would threaten employees' psychological safety and creative effort that, in turn, would diminish their creative performance. To test our predictions, we designed three multimethod studies: (1) a preregistered memory reconstruction study, (2) a preregistered laboratory experiment, and (3) a multi‐wave and multi‐source field study. We found convergent evidence that leaders' anger expressions exacerbate the negative indirect influence of their perfectionism on employees' creative performance via psychological safety and creative effort. We conclude by discussing the interpersonal consequences of leader perfectionism in the workplace.
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