Journal of Organizational Behavior最新文献

Recent research suggests that leaders can influence employee creativity by shaping their followers' regulatory focus (promotion or prevention). We propose that this work has overlooked the nature of the regulatory goals (maximal or minimal) that leaders set for their followers. We performed two studies to test this: a vignette-based experiment with 297 participants and a time-lagged, multisource field survey involving 335 leader-employee pairs across various Dutch organizations. Across the two studies, findings reveal that leaders who set maximal goals—emphasizing gains, advancement, and aspirations—significantly enhance their followers' creativity by boosting their promotion focus and intrinsic motivation for creativity. However, leaders who set minimal goals—emphasizing loss avoidance, security, and duty fulfillment—tend to suppress creativity among their followers due to an increased prevention focus and a propensity to conform to the leader's directives. Our novel concept of leader regulatory goal setting demonstrates incremental predictive validity beyond the effects of conventional transformational and transactional leadership styles. Our findings enrich the comprehension of the motivational interplay in leader-follower exchanges and their creative consequences. Furthermore, this research offers valuable strategies for crafting leadership interventions that effectively stimulate employee creativity.

Underlying the “ideal worker” image that pervades many organizational cultures is the assumption that working longer hours equates to higher performance, despite recovery research that suggests that long work hours might actually impair future work performance. In an effort to reconcile these differences in how long work hours are thought to relate to job performance, we develop and test a conceptual model in which daily boosts in same-day performance associated with working longer hours could be offset by lower next-day performance. More specifically, we examine if working a longer day than usual reduces sleep, which has the potential to diminish physical (i.e., physical energy) and psychological (i.e., resilience) resources the next morning, consequently impairing next-day work performance. In a 5-day experience sampling study of 67 employee–coworker dyads (276 days), using sleep data from a wearable device (i.e., Fitbit) in combination with daily self-report surveys and coworker performance ratings, results indicated that daily work hours were positively related to same-day work performance. Our results further indicated that work hours were negatively related to next-day work performance through reduced sleep duration and morning resilience, but not through diminished physical energy. Together, our findings indicate that although employees may experience same-day performance gains related to working long hours, they also may pay a price the following day, as longer workdays prevent employees from recovering overnight.

Geographic flexibility among workers to choose where they live rather than remain tethered to a specific physical office has emerged as a valued workplace benefit. Even before the prevalence of remote and distributed work, in-demand skilled workers were known to weigh desirable aspects of locales over pay. However, the COVID-19 pandemic elevated geographic choice to a broader role in workers' lives and the future of work. This study examines how workers derive utility from geographic flexibility and corresponding implications for organizations. I consider both instrumental and symbolic manifestations of utility, including but going beyond pragmatic motives for relocating, such as economic benefits and proximity to family, to encompass the less understood function of place as a target of identification. Findings are derived through an abductive qualitative analysis of 1300 personal narratives on chosen or desired moves at a time of geographic flexibility. Overall this work substantiates four distinct forms of personal utility offered by geographic flexibility—wanderlust, economic, affiliation, and self-fulfillment—and clarifies identity mechanisms that underlie the place (dis)identification process to advance theorizing. Implications for organizational research and practice are discussed.

After decades of scholarly focus on studying trust from the trustor's perspective, there has been a rapidly growing interest in understanding trust from the trustee's perspective, with a particular focus on felt trust (i.e., a trustee's perception of being trusted by a trustor). The fundamental assumption underlying this trustee-centric perspective is that it complements the dominant trustor-centric perspective and enables a more comprehensive understanding of how trust manifests and operates in the workplace. Unfortunately, our critical review of 121 felt trust studies reported in 87 manuscripts reveals major problems in multiple areas (conceptualization, measurement, theorizing, and research methods) that limit this field's ability to achieve this potential. To remedy this, we build on existing frameworks, best practices, and exemplars from the (felt) trust and meta-perceptions literature to outline a constructive redirection of the field. We subsequently empirically test the field's fundamental assumption by meta-analytically exploring the distinctiveness and incremental validity of felt trust beyond other trust concepts. Taken together, our envisioned redirection and meta-analytic findings enable the field of felt trust to live up to its promise and enrich our understanding of organizational trust.

A large number of concepts have been proposed to describe social skills and explain social goal attainment. In this work, we identified dozens of such concepts, which have been studied for many decades across a wide variety of social science disciplines. It has been suggested that the social skills literature lacks parsimony and conceptual clarity. We take stock of these challenges and describe their origins. We identify three conceptual limitations that impede progress studying social skills and social goal attainment: redundancy (i.e., jangle fallacy), conflation (i.e., haphazard mixing of different conceptual types), and drift (i.e., jingle fallacy). We used best practices for concept revision and development, assisted by the use of machine learning, to undertake domain-level conceptual clarification, analyzing 756 definitions across six decades of research. This process led us to propose 15 core social skills-related concepts (a 42% reduction). These concepts were located within the social skills framework to begin to depict how they might relate to one another during the pursuit of social goals. This paper contributes to theory by decluttering, organizing, and simplifying the messy and redundant social skills literature and, by doing so, improves theoretical clarity. We close by suggesting areas for future research.

From a resource perspective, employees' sleep quality, sleep duration, and feelings of vitality are believed to predict important work-related outcomes. However, many studies ignore the dynamic nature of the constructs or rely primarily on self-reported data. Including both self- and other-ratings of daily job performance, we examined the extent to which daily sleep quality and duration predict daily job performance, and whether these relationships are mediated by vitality. Student teachers (N = 165), internship supervisors (N = 97), and students (i.e., targets; N = 69 classes) participated in an experience sampling study with morning assessments of sleep duration and quality (n = 1,762 and n = 869), and two daily assessments of vitality (n = 2,207) and performance (self-, supervisor-, and target-rated; n = 2,160, n = 1,113, and n = 1,087). Multilevel path analyses suggested that 1) sleep quality but not duration predicted individuals' vitality and self- and target-rated job performance, 2) vitality was positively associated with performance according to each rating source, and 3) midday vitality did not predict afternoon performance, nor did it mediate the relationship between sleep and afternoon performance. Implications for theory and practice are discussed.