Pub Date : 2021-09-20DOI: 10.1177/15480518211041632
Chen-Ju Lin, D. Pauleen, Ci-Rong Li
Limited research has explored the potential explanatory mechanisms for the link between abusive leadership and non-negative employee-based behaviors in the effectiveness of organizational management. Based on affective response theory to construct a theoretical model, this study enhances the mapping of how employee-perceived abusive leadership triggers employee affective responses and influences their political behaviors to facilitate task-related goals. It also investigates how the moderating effects of employee-perceived leader's narcissistic personality interact with the variables of the main effects. This study was implemented in Taiwan's financial and insurance institutions. Using a sampling framework via a market survey agency, participants completed three online surveys within a 3-week period. 350 employed participants registered for the study. Based on the findings, we suggest that managers in a hierarchical organization may be able to intentionally vary their leadership style to arouse employees' negative emotions without hindering, and perhaps even improving, employees' motivation to achieve their task aims. When leaders demonstrate their self-confidence in the workplace, employees perceive less anxiety at work and less need to adopt workplace political behaviors to solve work troubles. This research suggests managers should recognize employee-perceived abusive leadership as an influential factor that contributes to illuminating the processes underlying workplace perception-to-behavior and leader–member interactive links, as well as the boundary conditions of mediating and moderating these processes.
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Pub Date : 2021-08-05DOI: 10.1177/15480518211036472
M. Dasborough, T. Scandura
Leading organizations during a crisis as large as coronavirus disease (COVID-19) presents a formidable challenge. Recently, Rudolph et al. (2021) highlighted leadership as one of the 10 most relevant topics in the field of Industrial and Organizational Psychology that will likely be impacted by COVID-19. Indeed, this crisis has created opportunities for leadership to be demonstrated and tested in homes, workplaces, local communities, and countries alike (Van Bavel et al., 2020). We argue that leadership is not just one of 10 most relevant organizational topics to be impacted by COVID-19—we argue that it is the single most important topic to be studied at this time. Indeed, leaders have a huge role to play in the other nine topics identified by Rudolph et al. (2021). Specifically, leaders are the ones to design occupational health and safety rules and practices, they impact the work–family interface, they make decisions around telecommuting and virtual teamwork, they may evoke job insecurity and create precarious work, they design and implement human resources policies, make decisions around the aging workforce, and ultimately shape the careers of those employees who work under them. Organizational leadership is responsible for all these things! The current ongoing crisis presents a unique context in which leadership is enacted. Researchers have defined organizational crisis as an event or time period involving high levels of uncertainty, important issues, and time urgency (Pearson & Clair, 1998). Without question, the COVID-19 pandemic aligns with this definition. At the onset, it was uncertain how the virus was transmitted, how best to avoid infection, and how to treat those who had become infected. Uncertainty continued over the months that followed the outbreak, as leaders had to decide when to re-open workplaces, and how to assure the safety of employees and customers. Issues of importance are literally life and death, in addition to organizational survival in some industries. Time is of the of essence, since leaders had to make decisions and pivot organizations rapidly. This context has is a “landscape scale” crisis: An unexpected event or sequence of events of enormous scale and overwhelming speed, resulting in a high degree of uncertainty that gives rise to disorientation, a feeling of lost control, and strong emotional disturbance (Howitt & Leonard, 2007). Leaders are faced with the unprecedented challenge of keeping their organizations functioning and looking after their employees’ wellbeing and performance. Further, in many organizations, leadership is now being performed remotely via platforms such as Zoom (Newman & Ford, 2021). With working from home becoming normalized and likely to continue post-COVID-19 in some form (Stoker et al., 2021), this adaptation to how leadership is performed is likely to remain. Leaders must be able to lead in person, lead virtually, and perhaps most the challenging of all— lead using a hybrid approach. C
在冠状病毒病(COVID-19)这样的危机中，领导组织面临着艰巨的挑战。最近，Rudolph等人(2021)强调，领导力是工业和组织心理学领域10个最相关的主题之一，可能会受到COVID-19的影响。事实上，这场危机为领导力在家庭、工作场所、当地社区和国家等方面的展示和测试创造了机会(Van Bavel et al.， 2020)。我们认为，领导力不仅仅是受covid -19影响的10个最相关的组织主题之一，我们认为这是目前需要研究的最重要的主题。事实上，领导者在Rudolph等人(2021)确定的其他九个主题中发挥着巨大的作用。具体来说，领导者是设计职业健康和安全规则和实践的人，他们影响工作与家庭的界面，他们围绕远程办公和虚拟团队合作做出决策，他们可能会引起工作不安全感并创造不稳定的工作，他们设计和实施人力资源政策，围绕老龄化劳动力做出决策，并最终塑造在他们手下工作的员工的职业生涯。组织领导对所有这些事情负责!当前持续的危机提供了一个独特的背景下，领导制定。研究人员将组织危机定义为涉及高度不确定性、重要问题和时间紧迫性的事件或时间段(Pearson & claire, 1998)。毫无疑问，2019冠状病毒病大流行符合这一定义。在开始时，人们不确定病毒是如何传播的，如何最好地避免感染，以及如何治疗感染者。在疫情爆发后的几个月里，不确定性持续存在，因为领导人必须决定何时重新开放工作场所，以及如何确保员工和客户的安全。在某些行业，除了组织的生存之外，重要的问题实际上是生死攸关的。时间是至关重要的，因为领导者必须迅速做出决策并调整组织。这种情况是一种“景观规模”危机:一种规模巨大、速度惊人的意外事件或事件序列，导致高度不确定性，从而导致迷失方向、失去控制的感觉和强烈的情绪干扰(Howitt & Leonard, 2007)。领导者面临着前所未有的挑战，既要保持组织运转，又要照顾员工的健康和表现。此外，在许多组织中，领导现在正在通过Zoom等平台远程执行(Newman & Ford, 2021)。随着在家工作变得常态化，并可能以某种形式在covid -19后继续存在(Stoker等人，2021)，这种对领导方式的适应可能会继续存在。领导者必须能够亲自领导，虚拟领导，也许最具挑战性的是使用混合方法领导。显然，领导者的角色比过去复杂得多。麦肯锡的一份报告建议，在这场危机中，领导者应该对下属表现出同理心和同情心(D 'Auria & De Smet, 2020);事实上，一些领导者已经通过向员工展示这些行为来应对这种情况(König et al.， 2020)。然而，我们必须认识到，领导者自己也在处理危机，同时他们需要管理自己的情绪健康。领导者也不能免于痛苦，像大多数其他人一样，领导者的主观幸福感也因COVID-19大流行而下降(Zacher & Rudolph, 2021)。根据他们在家里的个人情况和工作中的财务状况，组织领导者可能已经耗尽了认知和情感资源(Krauter, 2020)。因此，他们此时的领导能力可能会受损。当员工在当前持续的危机中重返工作场所时，组织领导者是如何应对的?这对他们领导员工的方式有何影响
{"title":"Leading Through the Crisis: “Hands Off” or “Hands-On”?","authors":"M. Dasborough, T. Scandura","doi":"10.1177/15480518211036472","DOIUrl":"https://doi.org/10.1177/15480518211036472","url":null,"abstract":"Leading organizations during a crisis as large as coronavirus disease (COVID-19) presents a formidable challenge. Recently, Rudolph et al. (2021) highlighted leadership as one of the 10 most relevant topics in the field of Industrial and Organizational Psychology that will likely be impacted by COVID-19. Indeed, this crisis has created opportunities for leadership to be demonstrated and tested in homes, workplaces, local communities, and countries alike (Van Bavel et al., 2020). We argue that leadership is not just one of 10 most relevant organizational topics to be impacted by COVID-19—we argue that it is the single most important topic to be studied at this time. Indeed, leaders have a huge role to play in the other nine topics identified by Rudolph et al. (2021). Specifically, leaders are the ones to design occupational health and safety rules and practices, they impact the work–family interface, they make decisions around telecommuting and virtual teamwork, they may evoke job insecurity and create precarious work, they design and implement human resources policies, make decisions around the aging workforce, and ultimately shape the careers of those employees who work under them. Organizational leadership is responsible for all these things! The current ongoing crisis presents a unique context in which leadership is enacted. Researchers have defined organizational crisis as an event or time period involving high levels of uncertainty, important issues, and time urgency (Pearson & Clair, 1998). Without question, the COVID-19 pandemic aligns with this definition. At the onset, it was uncertain how the virus was transmitted, how best to avoid infection, and how to treat those who had become infected. Uncertainty continued over the months that followed the outbreak, as leaders had to decide when to re-open workplaces, and how to assure the safety of employees and customers. Issues of importance are literally life and death, in addition to organizational survival in some industries. Time is of the of essence, since leaders had to make decisions and pivot organizations rapidly. This context has is a “landscape scale” crisis: An unexpected event or sequence of events of enormous scale and overwhelming speed, resulting in a high degree of uncertainty that gives rise to disorientation, a feeling of lost control, and strong emotional disturbance (Howitt & Leonard, 2007). Leaders are faced with the unprecedented challenge of keeping their organizations functioning and looking after their employees’ wellbeing and performance. Further, in many organizations, leadership is now being performed remotely via platforms such as Zoom (Newman & Ford, 2021). With working from home becoming normalized and likely to continue post-COVID-19 in some form (Stoker et al., 2021), this adaptation to how leadership is performed is likely to remain. Leaders must be able to lead in person, lead virtually, and perhaps most the challenging of all— lead using a hybrid approach. C","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"219 - 223"},"PeriodicalIF":4.8,"publicationDate":"2021-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211036472","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44566589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-01DOI: 10.1177/15480518211013426
{"title":"Corrigendum to The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions","authors":"","doi":"10.1177/15480518211013426","DOIUrl":"https://doi.org/10.1177/15480518211013426","url":null,"abstract":"","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"391 - 391"},"PeriodicalIF":4.8,"publicationDate":"2021-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211013426","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43121797","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.
{"title":"The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership","authors":"Fong-Yi Lai, Cheng-Chen Lin, Szu-Chi Lu, Hsiao-Ling Chen","doi":"10.1177/15480518211034847","DOIUrl":"https://doi.org/10.1177/15480518211034847","url":null,"abstract":"This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"429 - 443"},"PeriodicalIF":4.8,"publicationDate":"2021-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211034847","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49220417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-21DOI: 10.1177/15480518211030914
Samuel Hanig, Seong－wook Yang, L. Liang, Douglas J. Brown, Huiwen Lian
Supervisor-directed deviance is a well-established consequence of abusive supervision. However, prior accounts of the abuse–deviance relationship have overlooked the role played by power embedded in subordinates’ informal social context. To address this gap, we draw on power-dependence theory and use a social network approach to explain the link between abusive supervision and supervisor-directed deviance. In doing so, we propose a three-way interaction in which the abuse–deviance relationship is impacted by two components of informal power: subordinate social network centrality and subordinate influence. In particular, we propose that the relationship will be the strongest when subordinates have high betweenness centrality and high influence. We gathered full social network data, as well as self-report surveys from 272 primary school teachers and government contract workers in Northern China. Our results provide support for the notion that supervisor-directed deviance emerges most strongly as a consequence of abusive supervision for employees who wield informal power in their organization.
{"title":"Abusive Supervision and Supervisor-Directed Deviance: A Social Network Approach","authors":"Samuel Hanig, Seong－wook Yang, L. Liang, Douglas J. Brown, Huiwen Lian","doi":"10.1177/15480518211030914","DOIUrl":"https://doi.org/10.1177/15480518211030914","url":null,"abstract":"Supervisor-directed deviance is a well-established consequence of abusive supervision. However, prior accounts of the abuse–deviance relationship have overlooked the role played by power embedded in subordinates’ informal social context. To address this gap, we draw on power-dependence theory and use a social network approach to explain the link between abusive supervision and supervisor-directed deviance. In doing so, we propose a three-way interaction in which the abuse–deviance relationship is impacted by two components of informal power: subordinate social network centrality and subordinate influence. In particular, we propose that the relationship will be the strongest when subordinates have high betweenness centrality and high influence. We gathered full social network data, as well as self-report surveys from 272 primary school teachers and government contract workers in Northern China. Our results provide support for the notion that supervisor-directed deviance emerges most strongly as a consequence of abusive supervision for employees who wield informal power in their organization.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"401 - 414"},"PeriodicalIF":4.8,"publicationDate":"2021-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211030914","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49035760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-12DOI: 10.1177/15480518211012408
Amelie V. Güntner, Kai N. Klasmeier, Florian E. Klonek, S. Kauffeld
This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.
{"title":"The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior","authors":"Amelie V. Güntner, Kai N. Klasmeier, Florian E. Klonek, S. Kauffeld","doi":"10.1177/15480518211012408","DOIUrl":"https://doi.org/10.1177/15480518211012408","url":null,"abstract":"This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"349 - 365"},"PeriodicalIF":4.8,"publicationDate":"2021-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211012408","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45764532","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-07DOI: 10.1177/15480518211010763
K. Raithel, D. van Knippenberg, D. Stam
By bringing team members with different cultural backgrounds together, teams in international business can benefit from cultural diversity and reach higher levels of performance. Cultural diversity also brings challenges, however, and diversity research has identified the need to consider moderating influences in the diversity–performance relationship. Team leadership should be particularly important in this respect and drawing on a theoretical analysis that puts an understanding of cultural diversity center stage, we propose that factors that reflect leaders’ experience with cultural diversity positively moderate the relationship between cultural diversity and team performance. We identify leader cultural background (local vs. foreign to the host culture) and leader team tenure as such factors. We predict that the influence of team nationality diversity (a form of cultural diversity) on team performance is more positive with a leader who is foreign to the host country than with a local leader, and with a leader with longer team tenure. In addition, we predict that the one moderating influence substitutes for the other, such that the effect of leader cultural background is stronger for leaders with shorter tenure with the team. Results from a survey of N = 66 teams (N = 336 individuals) from a multinational company support these hypotheses and inform our discussion of ways forward in the study of leadership and team diversity.
{"title":"Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure","authors":"K. Raithel, D. van Knippenberg, D. Stam","doi":"10.1177/15480518211010763","DOIUrl":"https://doi.org/10.1177/15480518211010763","url":null,"abstract":"By bringing team members with different cultural backgrounds together, teams in international business can benefit from cultural diversity and reach higher levels of performance. Cultural diversity also brings challenges, however, and diversity research has identified the need to consider moderating influences in the diversity–performance relationship. Team leadership should be particularly important in this respect and drawing on a theoretical analysis that puts an understanding of cultural diversity center stage, we propose that factors that reflect leaders’ experience with cultural diversity positively moderate the relationship between cultural diversity and team performance. We identify leader cultural background (local vs. foreign to the host culture) and leader team tenure as such factors. We predict that the influence of team nationality diversity (a form of cultural diversity) on team performance is more positive with a leader who is foreign to the host country than with a local leader, and with a leader with longer team tenure. In addition, we predict that the one moderating influence substitutes for the other, such that the effect of leader cultural background is stronger for leaders with shorter tenure with the team. Results from a survey of N = 66 teams (N = 336 individuals) from a multinational company support these hypotheses and inform our discussion of ways forward in the study of leadership and team diversity.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"261 - 272"},"PeriodicalIF":4.8,"publicationDate":"2021-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211010763","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46061955","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-03DOI: 10.1177/15480518211012404
Alexa J. Doerr
Just over one year after COVID-19 reached the United States, the number of confirmed cases exceeds 26 million. The Centers for Disease Control has consistently recommended frequent handwashing, avoiding crowds, wearing masks, and staying home as much as possible to prevent the spread of the virus. Additionally, 42 states, the District of Columbia, and Puerto Rico issued stay-at-home orders in the spring of 2020. Length of stay-at-home orders varied and states have also diverged on policies that mandate masks in public places. Through the lens of signaling theory and the emotion as social information model, the current research sheds light on how governors' differing policies and communication have influenced COVID-19 behavior and outcomes. Governor press briefings between January 7, 2020, and January 1, 2021, were run through the linguistic inquiry and word count software. Results indicated that states with longer stay-at-home orders and a stronger mask mandate reported fewer COVID-19 cases. Furthermore, negative emotion in governor press briefings was related to fewer cases and this relationship was mediated by individuals spending less time away from home for an extended period (3–6 h). Practical implications and guidance for future public health messaging, including messaging aimed at bolstering vaccination efforts, are discussed.
{"title":"Locked (Down) and Loaded (Language): Effect of Policy and Speech on COVID-19 Outcomes","authors":"Alexa J. Doerr","doi":"10.1177/15480518211012404","DOIUrl":"https://doi.org/10.1177/15480518211012404","url":null,"abstract":"Just over one year after COVID-19 reached the United States, the number of confirmed cases exceeds 26 million. The Centers for Disease Control has consistently recommended frequent handwashing, avoiding crowds, wearing masks, and staying home as much as possible to prevent the spread of the virus. Additionally, 42 states, the District of Columbia, and Puerto Rico issued stay-at-home orders in the spring of 2020. Length of stay-at-home orders varied and states have also diverged on policies that mandate masks in public places. Through the lens of signaling theory and the emotion as social information model, the current research sheds light on how governors' differing policies and communication have influenced COVID-19 behavior and outcomes. Governor press briefings between January 7, 2020, and January 1, 2021, were run through the linguistic inquiry and word count software. Results indicated that states with longer stay-at-home orders and a stronger mask mandate reported fewer COVID-19 cases. Furthermore, negative emotion in governor press briefings was related to fewer cases and this relationship was mediated by individuals spending less time away from home for an extended period (3–6 h). Practical implications and guidance for future public health messaging, including messaging aimed at bolstering vaccination efforts, are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"340 - 348"},"PeriodicalIF":4.8,"publicationDate":"2021-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211012404","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41788962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-01DOI: 10.1177/1548051820980428
Marlies Veestraeten, Stefanie K Johnson, H. Leroy, Thomas Sy, L. Sels
The topic of work engagement is moving up on the managerial agenda as it sets the stage for numerous beneficial outcomes for both organizations and their employees. It is clear, however, that not all employees are equally engaged in their job. The current study taps into theory on positive self-fulfilling prophecies induced by leaders’ high expectations of followers (i.e., the Pygmalion effect) and examines their potential to facilitate follower work engagement. By integrating literature on implicit followership theories with the Pygmalion model, we investigate the assumption that leaders’ high expectations are universally perceived as and therefore foster the same desirable results for all employees. We argue and find that the extent to which followers’ work engagement benefits from high leader expectations depends on their implicit followership theory of industry (IFTI; i.e., the general belief that employees are hardworking, productive, and willing to go above and beyond). We also find that when followers hold a high IFTI but feel that their leader does not convey high expectations, their engagement at work suffers. In addition, we examine whether leaders’ IFTI forms the origin of naturally occurring Pygmalion effects. Our results show that a positive IFTI among leaders is especially interpreted as high/positive expectations by followers who also hold a high/positive IFTI. Our study introduces boundary conditions to the Pygmalion-at-work model by revealing the interactive role of leaders’ and followers’ implicit followership theory of industry. We contribute to the advancement of cognitive, follower-centric perspectives on leadership and provide evidence for the importance of schema congruence.
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Pub Date : 2021-05-01DOI: 10.1177/1548051821997414
Abisola Femi-Jegede, Anne Swearingen, Wendy Stivers, Jennifer L. Schultz
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