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The aim of this three-study report was to validate the Dutch version of the promotive and prohibitive voice scale and to further embed the constructs of promotive and prohibitive voice within their nomological network. Promotive voice refers to the expression of suggestions for improving work practices, whereas prohibitive voice refers to the expression of concerns about practices and behaviors that are detrimental. In Study 1 (N= 121), confirmatory factor analyses (CFAs) provided evidence for the two-factor structure, which was replicated in the other two studies. In Study 2 (NT1= 209/NT2= 107), we investigated the convergent and discriminant validity of the promotive and prohibitive voice scale, and tested measurement invariance across gender and time. Results provided validity evidence, partial scalar invariance for gender, and scalar invariance across time. In Study 3 (N= 149), we expanded the nomological network of the promotive and prohibitive voice scales through their relationship with personal initiative, approach temperament, and risk propensity. Taken together, our results provide strong evidence for the validity of the Dutch version of the promotive and prohibitive voice scale.

An increasing number of people experience insecurity about the future of their job, making it more important than ever to manage this insecurity. While previous research suggests that proactive coping is a promising way to alleviate job insecurity, we suggest that, paradoxically, it may be particularly difficult to act proactively when feeling emotionally distressed about the future of one’s job. Drawing on the principle of resource scarcity and the Conservation of Resources theory, we propose that affective job insecurity ignites a scarcity mindset that inhibits workers’ future focus and cognitive functioning, thereby undermining proactive career behavior. Additionally, we examine whether income adequacy can compensate for these negative consequences of job insecurity. Results of a three-wave survey study among 108 self-employed professionals during the COVID-19 pandemic showed that initial affective job insecurity was negatively related to cognitive functioning but unrelated to future focus. Yet, the latter relationship was moderated by income adequacy: affective job insecurity was positively related to future focus when participants reported high income adequacy. In turn, future focus was positively related to proactive career behavior, which was subsequently related to lower cognitive job insecurity. Thus, while replicating the finding that workers can proactively manage their cognitive job insecurity, we also showed that initial affective job insecurity may obstruct people’s cognitive functioning. We discuss how our results signal a Matthew effect, in which job insecure people with sufficient means are able to look ahead and proactively build resources to change their career, while job insecure people with insufficient means may fall behind.

This study investigates how female religious leaders nurture spiritual well-being in religious sisters. Specifically, we examined how servant leadership fosters spiritual well-being [Gifts and Fruits of the Spirit (GFSp)] through, respectively, the mediating role of team trust and reduced occurrence of team conflicts. Quantitative survey data were collected from 453 religious sisters (followers) within a Catholic Women Religious Institute in Nigeria. Using structural equation modeling, results showed that servant leadership is positively related to team trust and negatively related to team conflict. Further findings showed that servant leadership indirectly fosters spiritual well-being: Gifts of the Spirit (GSp), and Fruits of the Spirit (FSp), through the mediating role of team trust, however not through reduced team conflict. Theoretical and practical implications are discussed. ispartof: Frontiers In Psychology vol:12 pages:1-14 ispartof: location:Switzerland status: published

Job search is associated with various obstacles and difficulties that can elicit negative emotions and undermine positive emotions. Having self-compassion may benefit job seekers’ well-being by stimulating more balanced emotional responses to negative job search experiences. In an intervention study we examined whether state self-compassion can be increased among job seekers through writing exercises in which job seekers are instructed to reflect with self-compassion on their negative job search experiences. We further examined whether the self-compassion intervention benefited job seekers’ affective responses, through reducing self-criticism. We designed a between-participants field experiment with two conditions (i.e., self-compassion vs. control) and three measurement times 1 week apart: a baseline questionnaire, the intervention with a second questionnaire, and a follow-up questionnaire (N = 180). Results show that the self-compassion writing exercise increased job seekers’ state self-compassion, which in turn related to their affective responses to job search. Specifically, their negative deactivating affect (e.g., sadness) was lower and their positive deactivating affect (e.g., calmness) was higher immediately after the self-compassion writing exercise than after reflecting freely (i.e., the control condition). The effects on job seekers’ affect were partially mediated by reduced self-criticism.

Voiced suggestions for improvement and constructive change (i.e., voiced creative ideas) by employees are important for organizations. In order to reap the benefits of these ideas, leaders need to be receptive. Drawing on achievement goal theory and approach-inhibition theory of power, we examined the joint effects of leader achievement goals and personal sense of power on leader receptivity to voiced creative ideas in two studies. In a field study (Study 1, N = 136), we found that leaders pursuing mastery-approach goals were positively related to leader receptivity. Receptivity for leaders pursuing performance-approach goals was found to be contingent upon their personal sense of power, with a positive (negative) association under conditions of high (low) sense of power. Similarly, in experimental study (Study 2, N = 93), in which we manipulated leader achievement goals, the receptivity of performance-approach goal leaders was contingent upon their sense of power. When sense of personal power was high, performance-approach goal leaders displayed higher levels of receptivity than when their personal sense of power was low. An implication is that personal sense of power may prevent leaders with performance-approach goals from disregarding creative ideas that are put forward by their subordinates. These findings extend insight into how and when leaders are receptive to voiced creative ideas.

Narcissistic leaders are self-absorbed and hold beliefs of entitlement and superiority. Their aggressive tendencies in the face of criticism and inclinations to validate their self-worth by derogating others may lead others to perceive them as being abusive. Here, we test the relationship between leader narcissism and followers’ perceptions of abusive supervision. Drawing upon research related to the behavioral plasticity hypothesis, we propose that followers with low self-esteem will perceive narcissistic leaders as more abusive than those with high self-esteem. Followers low on self-esteem are more insecure, more in need of approval from their supervisor and are more likely to interpret the haughty, derogatory attitude of narcissistic leaders as abusive. Such followers alsomake for ‘easier targets’ and thus may actually suffer more abusive behavior from their narcissistic leaders. In a first multi-source study of 85 leaders and 128 followers, we found support for the moderating role of follower self-esteem in the relationship between leader narcissism and perceived abusive supervision: Narcissistic leaders were rated as more abusive by followers who were low on self-esteem, but not those higher on self-esteem. In a second multi-source field study among 177 leader-follower dyads, we tested a moderated mediation model and showed that this finding also holds for the broader concept of follower core self-evaluations as a moderator. Abusive supervision, in turn, was related to lower follower performance and followers experiencing more burnout symptoms. Thus, followers low on self-esteem or low on core self-evaluations seem to suffer most from narcissistic leaders as they perceive them to be abusive and, in turn, these followers show reduced performance and more burnout symptoms whenworking for such leaders. This research thus identifies an important moderator that might help reconcile previous inconsistent findings regarding perceptions of narcissistic leaders.

We present a review of the diversity ideologies literature from the target's perspective. In particular, we focus on how diversity ideologies—beliefs or organizational practices with regards to how to approach diversity—affect racial minorities' and women's self-perceptions and experiences at work. This review suggests that a diversity aware ideology (i.e., multiculturalism) is more beneficial than a diversity blind ideology (i.e., colorblindness) for racial-ethnic minorities (e.g., better performance outcomes; more psychological engagement, inclusion, and workplace satisfaction; more positive leadership self-perceptions; and reduced perceptions of bias and turnover intentions). In contrast, for women, gender-blindness is associated with more positive outcomes than gender awareness (e.g., enhanced self-confidence, pro-active behaviors and leadership emergence). Importantly, multiculturalism and gender-blindness can both produce negative side effects for racial minorities and women, respectively, which highlights the importance of developing approaches to address the shortcomings of these conventional ideologies. We discuss the implications and offer recommendations for future research.

Today's work environment is shaped by the electronic age. Smartphones are important tools that allow employees to work anywhere and anytime. The aim of this diary study was to examine daily smartphone use after and during work and their association with psychological detachment (in the home domain) and work engagement (in the work domain), respectively. We explored whether workplace telepressure, which is a strong urge to respond to work-related messages and a preoccupation with quick response times, promotes smartphone use. Furthermore, we hypothesized that employees experiencing high workplace telepressure would have more trouble letting go of the workday during the evening and feel less engaged during their workday to the extent that they use their smartphone more intensively across domains. A total of 116 employees using their smartphones for work-related purposes completed diary questionnaires on five workdays (N = 476 data points) assessing their work-related smartphone use, psychological detachment after work, and engagement during work. Workplace telepressure was measured as a between-individual variable and only assessed at the beginning of the study, as well as relevant control variables such as participants' workload and segmentation preference (a preference for work and home domains to be as segmented as possible). Multilevel path analyses revealed that work-related smartphone use after work was negatively related to psychological detachment irrespective of employees' experienced workplace telepressure, and daily smartphone use during work was unrelated to work engagement. Supporting our hypothesis, employees who reported high telepressure experienced less work engagement on days that they used their smartphone more intensively during work. Altogether, intensive smartphone use after work hampers employees' psychological detachment, whereas intensive smartphone use during work undermines their work engagement only when employees experience high workplace telepressure as well. Theoretical and practical implications of these findings are discussed.

Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

Economic pressures on companies, technological developments, and less stable career paths pose potential threats to the well-being of employees (e.g., stress, burn-out) and require constant adaptation. In the light of these challenges, it is not surprising that employees often seek the support of a coach. The role of a coach is to foster change by facilitating a coachees' movement through a self-regulatory cycle with the ultimate aim of stimulating sustained well-being and functioning. While metaanalytic research indicates that coaching interventions can be effectively applied to assist employees in dealing with change, the current literature on coaching lacks solid theoretical frameworks that are needed to build a cumulative knowledge-base and to inspire evidence-based practice. In this conceptual analysis, we examine the coaching process through a temporal lens. By doing so, we provide an integrated theoretical framework: a temporal map of coaching. In this framework, we link seminal concepts in psychology to the coaching process, and describe which competencies of coachees are crucial in the different stages of change that coaching aims to bring about. During the preparatory contemplation stage, targeting coachees' awareness by enhancing their mindfulness and environmental receptiveness is important. During the contemplation stage, coachees' willingness and perceived ability to change are central competencies. We propose that coaches should therefore foster intrinsic goal orientation and selfefficacy during this stage. During the planning stage, coaches should focus on goal-setting and implementation intentions. Finally, during the maintenance/termination stage, stimulating coachees' reflection is especially important in order to help them to integrate their learning experiences. The framework delineated in this paper contributes to the understanding of coaching as a tool to assist employees in dealing with the challenges of an increasingly dynamic work-environment and yields concrete suggestions for future theory development and research on coaching.

Organizational monitoring relies frequently on self-reports (e.g., work hours, progress reports, travel expenses). A "one-by-one" policy requires employees to submit a series of reports (e.g., daily or itemized reports). An "all-at-once" policy requires an overall report (e.g., an annual or an overview report). Both policies use people’s self-reports to determine their pay, and both allow people to inflate their reports to get higher incentives, that is, to cheat. Objectively, people can cheat to the same extent under both reporting policies. However, the two policies differ in that the segmented one-by-one policy signals closer monitoring than the all-at-once policy. We suggest here that lie aversion may have a paradoxical effect on closer monitoring and lead people to cheat more. Specifically, reporting a series of segmented units of performance (allowing small lies) should lead to more cheating than a one-shot report of overall performance (that require one larger lie). Two surveys indicated that while people perceive the all-at-once policy as more trusting, they still expected people would be equally likely to cheat in both policies. An experiment tested the effects of the two reporting policies on cheating. The findings showed that contrary to the participants' intuition, but in line with research on lie aversion, the one-by-one policy resulted in more cheating than the all-at-once policy. Implications for future research and organization policy are discussed.

How many members of a group need to express their anger in order to influence a deviant group member's behavior? In two studies, we examine whether an increase in number of angry group members affects the extent to which a deviant individual feels rejected, and we investigate downstream effects on conformity. We show that each additional angry reaction linearly increases the extent to which a deviant individual feels rejected, and that this relation is independent of the total number of majority members (Study 1). This felt rejection is then shown to lead to anti-conformity unless two conditions are met: (1) the deviant is motivated to seek reacceptance in the group, and (2) conformity is instrumental in gaining reacceptance because it is observable by the majority (Study 2). These findings show that angry reactions are likely to trigger anti-conformity in a deviant, but they are also consistent with a motivational account of conformity, in which conformity is strategic behavior aimed at gaining reacceptance from the group.

Humans are well adapted to quickly recognize and adequately respond to another’s emotions. Different theories propose that mimicry of emotional expressions (facial or otherwise) mechanistically underlies, or at least facilitates, these swift adaptive reactions. When people unconsciously mimic their interaction partner’s expressions of emotion, they come to feel reflections of those companions’ emotions, which in turn influence the observer’s own emotional and empathic behavior. The majority of research has focused on facial actions as expressions of emotion. However, the fact that emotions are not just expressed by facial muscles alone is often still ignored in emotion perception research. In this article, I therefore argue for a broader exploration of emotion signals from sources beyond the face muscles that are more automatic and difficult to control. Specifically, I will focus on the perception of implicit sources such as gaze and tears and autonomic responses such as pupil-dilation, eyeblinks and blushing that are subtle yet visible to observers and because they can hardly be controlled or regulated by the sender, provide important “veridical” information. Recently, more research is emerging about the mimicry of these subtle affective signals including pupil-mimicry. I will here review this literature and suggest avenues for future research that will eventually lead to a better comprehension of how these signals help in making social judgments and understand each other’s emotions.

Parochial altruism is decomposed in a tendency to benefit the in-group along with a tendency to ignore, derogate, and harm rivaling out-groups. Building off recent work suggesting that decisions to cooperate can be relatively fast and intuitive, we examine parochial altruism in intergroup conflict when cognitive deliberation is rendered difficult or not. Predictions were tested in an experiment using an incentivized Intergroup Prisoner’s Dilemma—Maximizing Differences Game (IPD-MD) with ninety-five subjects classified as either pro-social or pro-self being randomly allocated to high vs. low impulse-control conditions. Results showed, first of all, that decisions to contribute and self-sacrifice were made faster than decisions not to contribute, and that longer decision time associated with less positive expectations of in-group members. Second, we observed that lowering impulse control with a difficult rather than easy Stroop Task increased the amount contributed to a pool that benefited in-group members while harming out-group members; thus reducing deliberation increased parochial altruism. Finally, results replicated earlier work showing that especially pro-social (versus pro-self) individuals contributed more to the in-group and did not lower their contributions to the between-group pool that benefitted their in-group and, simultaneously, hurt the out-group. This pattern emerged independent of their impulse control. Thus, (in-group bounded) cooperation is more prominent among individuals with strong rather than weak other-regarding preferences. Moreover, the intuitive tendency to cooperate may have evolved in the context of intergroup conflict and therefore is sharp-edged—in-group bounded and including willingness to aggress out-groups.

Previous research has shown a negative bias in the perception of whole facial expressions from out-group members. Whether or not emotion recognition from the eyes is already sensitive to contextual information is presently a matter of debate. In three experiments we tested whether emotions can be recognized when just the eyes are visible and whether this recognition is affected by context cues, such as various Islamic headdresses vs. a cap or a scarf. Our results indicate that fear is still well recognized from a briefly flashed (100 ms) image of a women wearing a burqa with less than 20% transparency of the eye region. Moreover, the type of headdress influences how emotions are recognized. In a group of participants from non-Islamic background, fear was recognized better from women wearing a niqāb than from women wearing a cap and a shawl, whereas the opposite was observed for happy and sad expressions. The response patterns showed that fearful and anger labels were more often attributed to women with a niqāb vs. a cap and a shawl and again, an opposite pattern was observed for the happy response. However, there was no general response bias: both correct and incorrect responses were influenced by the facial expression as well. Anxiety levels and/or explicit negative associations with the Islam as measured via questionnaires did not mediate the effects. Consistent with the face literature, we conclude that the recognition of emotions from the eyes is also influenced by context.