Journal of Organizational Behavior最新文献

Kim, T.-Y., Liden, R. C., Liu, Z., & Wu, C. (2022). The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency, Journal of Organizational Behavior, 43(5), 931–945. https://doi.org/10.1002/job.2590

In the original version of this article, all the coefficients reported in Table 2 are marked with **, incorrectly indicating that they are all significant. Below, we provide the corrected version of Table 2.

We apologize for this error.

In the context of working from home triggered by the COVID-19 pandemic, we theorize on inclusive organizational behavior (IOB) as a participatory practice to use diverse interests as a resource for developing a long-term working mode. We adopt a mixed-methods design to examine qualitative data from four companies and quantitative data from a company survey. In the qualitative study, we identify four IOB approaches (blighting, silencing, balancing, and harmonizing) employed by various organizational actors (HR/managers, employees, and their representatives). These practices concern organizational culture, structures, and everyday interactions in dealing with diverse interests. In the quantitative study, we examine the relationship between heterogeneity of interests, participation, and organizational experiences with working from home. We integrate our findings in an IOB model and show that a higher degree of participation fosters positive experiences with working from home, as well as opportunities for learning. Addressing diverse interests through participatory practices may involve challenges and lengthy negotiations yet offers the potential to learn from diversity for future working modes. Our research contributes to the conceptualization and practical implementation of IOB by emphasizing the importance of participation in co-creating opportunities for learning from given and potentially emerging interests in a constantly changing world of work.

Emerging research demonstrates that female managers who mistreat their subordinates suffer more severe negative consequences than male managers. Researchers presume this is because women (but not men) are penalized for acting incongruently with communality prescriptions (i.e., being insufficiently kind). However, integrating this work with the broader literature on gender and leadership, gendered reactions to mistreatment could also—or alternatively—be explained by incongruence with high agency proscriptions (i.e., being too dominant). We model these mechanisms simultaneously in a moderated mediation model across three studies, and find that employees are less trusting of female than male managers because they interpret interpersonal justice violations from women as incongruent with low agency prescriptions. Our results challenge a prevailing assumption in the mistreatment literature by revealing that female managers suffer more severe relational consequences than male managers because their violation of interpersonal justice is construed as excessively agentic, whereas these behaviors are viewed as similarly contravening communality for both male and female managers. By directly testing and correctly specifying the mechanism through which manager gender can shape social exchange processes in the aftermath of manager mistreatment, our studies have scientific and practical implications.

Leader behavior is essential for creating inclusive organizations. The disruptive context of the COVID-19 pandemic forced many people to work remotely and leaders to cope with the disruption of their teams' workflows and work arrangements. However, fixed sets of leader behavior as well as stable and shared physical contexts are implicit assumptions in current knowledge and theorizing on inclusive leadership. Therefore, in this study, we first synthesize inclusive leadership literature with leader adaptability and context-sensitive leadership studies. Next, drawing on 47 interviews with leaders and their followers, we unravel how the enactment of aspired inclusive leadership behaviors was hampered due to the pandemic-related disruption, and explain how leaders adjusted their inclusive behaviors in response to these difficulties. From these findings, we develop a model that suggests rather than a static set of inclusive leader behaviors, inclusive leadership is enacted through the continuous adjustment on leaders' perceptions of the context and followers' feelings of inclusion.

Leadership research is grounded in one simple principle: leaders care about followers' attitudes and emotions to achieve outcomes. Yet, how leaders develop these caring skills remains unidentified. The current study addresses parenting as a major, previously unaddressed antecedent of leadership effectiveness that involves experiences of care and emotional support to others (the children) transferred to work. Findings from matched field data of leaders who are parents and their employees confirm this approach and point to a fundamental omission in leadership studies: supportive behaviors that are critical for leaders involve experiences of care inherently developed in parenting roles. Consistent with work–family enrichment principles, leaders' parental experiences improved employee outcomes by facilitating supportive leadership behaviors, conditional on time spent in parenting (with supportive parenting styles but little time to be with children, the positive transfer from parenting to work was lower). These findings represent a clear contribution to leadership theory and practice and the many missed associations between leadership and family–work enrichment. They also provide novel insights and questions for advancing management theory with critical practical implications for leaders who are parents, calling for urgent designs of firm practices that are sensitive to parenting and other forms of unpaid care work to unleash leaders' caring potential.