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An introduction is presented in which the editor discusses articles in the issue on topics including relationship-based leadership; leadership literature; and organizational design.

This paper investigates dynamic changes in instrumental (i.e., work‐related) tie‐seeking patterns and the structure of a communication network following a downsizing event—whereby many employees are simultaneously eliminated from a network. Our analysis spans a two‐year period and applies a resource‐ and network‐change approach to examine how survivors develop revised resource‐acquisition strategies while repositioning themselves after a downsizing. Our results demonstrate that two temporary logics of tie formation—a suspension of within‐unit homophily and a preference for seeking ties with long‐tenured employees—help employees acquire betweenness centrality during the disruption period. Specifically, we find that disruption initiates a transitional period after downsizing in which new tie‐making logics are employed, including seeking out ties with long‐tenured employees and employees outside of one's department. We observed post‐disruption, during the stabilization period after downsizing, where logics used for tie‐making in the disruption period were abandoned, pre‐disruption tie‐making logics were resumed, and betweenness centrality remained relatively constant. We discuss the theoretical and managerial implications of these results and suggest future research directions. [ABSTRACT FROM AUTHOR]

Organizational researchers and practitioners have shown increasing interest in how newcomer proactivity contributes to socialization. This meta‐analysis synthesizes the existing empirical research that examines the relationships between frequently performed newcomer proactive behaviours (sensemaking, relationship building, positive framing and job change negotiation) and proximal and distal socialization outcomes. Proximal outcomes include role clarity, task mastery and social integration; distal outcomes include job performance, job satisfaction, organizational commitment and turnover intention. Based on 45 independent samples (N = 11,508), proactive behaviours were found to be generally beneficial for newcomer socialization. Relative weight analyses identified positive framing as the strongest predictor of five of the seven reviewed outcomes while relationship building accounted for the greatest part of the variance in social integration. Job change negotiation was the weakest predictor of socialization outcomes. The study also explored the impact of boundary conditions, including culture, study design and sample type, on the magnitude of these effects. The paper concludes by discussing the theoretical and practical implications of these findings, along with the study's limitations and suggestions for future research. [ABSTRACT FROM AUTHOR]

Social relationships in and around work are a fundamental building block of organizational life. According to a number of relationship theories, the quality of those relationships is a critical aspect of their influence on a variety of employee and organizational outcomes. Relationship quality is, therefore, one of the most commonly studied constructs in management research. Our paper critically reviews the landscape of relationship quality measures used in management studies, identifying critical issues with how the construct has been conceptualized and measured. To help advance research on the subject and improve measurement, we identify and evaluate 21 relationship quality measures that have been developed for, or used in, management research. Overall, we find that the instruments used to measure relationship quality in management research have significant limitations associated with their conceptualizations and operationalizations. Many of these limitations stem from the fact that most of the measures used to assess the construct were not originally designed to measure relationship quality, which impedes research clarity and implications. We offer a future research agenda and several recommendations for the advancement of management research on relationship quality. [ABSTRACT FROM AUTHOR]

Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the 'dark side' of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less proactive employees. At the organizational level, we suggest that relying on proactive behaviour may cause harm to an organization by undermining its ability to socialize employees and foster its organizational culture, weakening its learning capability, and reducing its ability to develop future leaders. We conclude by discussing additional avenues for studies examining the potential costs of proactive behaviour for both individuals and organizations alike. [ABSTRACT FROM AUTHOR]

With an increasingly integrated global economy, the need to understand how national work contexts impact newcomers is critical. In particular, it is important to understand individuals' possible responses to interaction within multicultural work contexts. Blending theoretical perspectives on social identity, cross-cultural diversity, and identity formation/change, this paper explores the complex role played by dispositional and situational factors on acculturation strategies and, in turn, labour market outcomes. To guide this exploration, a theoretical model depicting the acculturation process is developed and presented. We posit that the relationship between cultural identity salience and acculturation strategy will be moderated by two key factors: desire for economic rewards and relational pressures. We further propose that acculturation strategy will influence the social networks and organizations that newcomers join, while these latter choices can help predict their income, employability, and advancement. We advance a number of testable propositions to stimulate future research and conclude with a discussion of the theoretical and practical contributions. Practitioner Points Recruitment processes should attract job applications from individuals with varying levels of cultural identity salience through wide-reaching job marketing campaigns., Workgroup composition should reflect a diverse range of complementary skills., Performance management and reward systems should reward employees for idea-sharing and achieving team goals., HRM strategy should seek to gain a competitive advantage through fostering diverse skills. [ABSTRACT FROM AUTHOR]

Interpersonal Emotion Management (IEM) strategies represent behaviours targeted at managing negative emotions in others. This paper describes the development and validation of the four-dimensional IEM strategies scale. Four studies were conducted to assess the psychometric properties of the scale, including content, discriminant, and criterion validity. Results provided strong support for the four-dimensional measure of IEM strategies, distinct from conceptually related constructs, and predictive of subordinates' trust in their supervisor. [ABSTRACT FROM AUTHOR]

Organization-based self-esteem (OBSE), which represents employees' beliefs about their own value and competence as organizational members, has attracted much recent research attention. In the current paper, we identified several theoretically based predictors and consequences of OBSE. We then conducted a meta-analysis examining the relationships between OBSE and these variables. Results indicated that several hypothesized predictors, including the work environment and employee dispositions, were related to OBSE. Furthermore, OBSE was related to several hypothesized outcome variables including job satisfaction, organizational commitment, employee health, job performance, and organizational citizenship behaviour. As expected, OBSE generally yielded stronger relationships with work-related variables than did general self-esteem and we found evidence that OBSE mediated the relationships between general self-esteem and work-related criteria. [ABSTRACT FROM AUTHOR]

This study investigates the longitudinal relationship between after‐hour connectivity, autonomy and exhaustion. In doing so, we seek to illuminate the role of individuals' connectivity to work in relation to their autonomy and well‐being. We juxtapose different effective directions of the relationship between connectivity and autonomy to shed light on whether and how connectivity and autonomy are related to employees' well‐being. This is important because research has both often problematized after‐hour connectivity and suggested that connectivity is an inherent feature of contemporary workplaces that may benefit employees. In this study, we hypothesize that after‐hour connectivity increases autonomy and that the autonomy to work anywhere and anytime leads to working everywhere all the time, thus increasing after‐hour connectivity. We further shed light on whether this behaviour has negative consequences for employees' well‐being or not. The three‐wave survey study (N = 192) demonstrates that after‐hour connectivity may operate as a resource that potentially empowers employees (increases autonomy). The freedom to work anytime, anywhere, does not itself increase after‐hour connectivity. Notably, we demonstrate that connectivity is negatively related to emotional exhaustion, through increased autonomy. [ABSTRACT FROM AUTHOR]

When and why do narcissists take charge in the workplace? Integrating the narcissism literature and self‐identity theory, we argue that coworker narcissism is a key contingency that triggers narcissistic employees' comparative identity, which subsequently facilitates their taking charge behaviours. The results of two studies (Study 1: a two‐wave survey study of 351 frontline employees and 67 team leaders; Study 2: a scenario‐based experimental study of 190 workers) provide evidence that coworker narcissism moderates the relationship between employee narcissism and employee comparative identity, such that the relationship is strengthened when coworker narcissism is high rather than low. Employee comparative identity is positively related to employee taking charge behaviour. Furthermore, coworker narcissism moderates the indirect effect of employee narcissism on employee taking charge behaviour through employee comparative identity, such that the indirect effect is strengthened when coworker narcissism is high rather than low. These results contribute to the growing literature on the interpersonal dynamics of narcissists in the workplace and the impacts of narcissism on proactive behaviours. [ABSTRACT FROM AUTHOR]

Based on social learning theory and regulatory focus theory, we propose that receiving positive and negative gossip from coworkers increases individuals' vicarious learning, which subsequently improves their adaptive behaviours in the workplace, namely, increasing task performance and decreasing interpersonal deviance. Furthermore, we propose that gossip receivers' regulatory foci determine the extent to which receivers engage in vicarious learning and change their behaviours. Results from two studies testing a moderated mediation model (Study 1: N = 214; Study 2: N = 189) showed that negative and positive gossip were indirectly related to increased receivers' task performance and decreased interpersonal deviance through vicarious learning. The indirect effect of negative gossip was stronger for receivers with a high prevention focus, and the indirect effect of positive gossip was stronger for receivers with a high promotion focus. This research documents the beneficial role of receiving gossip from coworkers and advances our understanding of its consequences in the workplace. Practitioner points: Managers should recognize gossip as a potentially effective channel for disseminating information, providing a valuable learning tool for the receivers, which they use according to their learning needs, as shaped by their regulatory focus.Organizations could implement measures to share experiences and bolster employees' vicarious learning through other means than gossip to mitigate potential negative effects of workplace gossip for the targets.Managers should support higher transparency and access to information to facilitate learning and improve organizational effectiveness. [ABSTRACT FROM AUTHOR]

Studies have shown that positive work reflection during evening leisure time is related to short‐term affective benefits at bedtime and in the next morning. This study examines whether the favourable outcomes of positive work reflection persist into the next workday and tests mediating processes between evening positive work reflection and next‐day work engagement. Based on daily survey data from 152 employees (total of 687 days), we found that positive work reflection predicted next morning perceived work meaningfulness, next morning psychological availability, and next‐day co‐worker support. Perceived work meaningfulness and co‐worker support, but not psychological availability, in turn, predicted afternoon work engagement. Work engagement predicted subsequent positive work reflection. This study demonstrates that positively thinking about work‐related issues during leisure time is associated with positive outcomes during the next workday, which prompt subsequent positive work reflection. Practitioner points: Employees should be encouraged to reflect positively about their day at work during after‐work hours; instead of striving for full mental disengagement from work, employees could develop habits of positively reflecting about their workday during evening hours.Being fully engaged during the day at work may support positive work reflection during the evening; accordingly, employees may focus on work experiences characterized by high vigour, dedication, and absorption.Being aware of one's work meaningfulness and receiving co‐worker support is helpful for translating positive work reflection into work engagement; accordingly, mental exercises that emphasize meaningfulness and acts that facilitate co‐worker support might be effective tools for increasing work engagement. [ABSTRACT FROM AUTHOR]

This study examines the effect of team performance‐prove goal orientation on team collaboration and team performance by identifying team conflict as a boundary condition. We propose that team conflict plays a moderating role such that high‐PPGO team members will work collaboratively when they experience task conflict because they perceive other team members to be valuable for team performance. In contrast, high‐PPGO teams will be less likely to work collaboratively when they experience relationship conflict since interpersonal differences will be salient, forcing social comparisons to which high‐PPGO team members are predisposed. We test our hypotheses in a field sample of 485 working teams (2,940 individuals). The result shows that team PPGO was positively related to collaboration and team performance under conditions of high task conflict (and low relationship conflict). In contrast, team PPGO was negatively related to collaboration and team performance under conditions of high relationship (and low task) conflict. Team PPGO showed no relationship with collaboration when both task and relationship conflict were either high or low. These results extend knowledge of the multi‐faceted effects of team PPGO and represent the first study showing the differential effect of PPGO on team collaborative processes. Implications for future research and practices are discussed. Practitioner points: Performance‐prove goal orientation (PPGO) improves team collaboration when task conflict is high and relationship conflict is low, while PPGO harms team collaboration when task conflict is low and relationship conflict is high.Organizations should stimulate task conflict, and reduce relationship conflict, in teams with a greater degree of high PPGO members to ensure collaboration and high performance. Otherwise, high PPGO teams will be unlikely to collaborate as members may view each other as rivals. [ABSTRACT FROM AUTHOR]

Grounded on attribution theory, we propose a dynamic development model to examine the influence of subordinates' and leaders' perceptions of one another's work and impression management (IM) motives on leader–member exchange (LMX) over time in newly formed teams. We test our hypotheses using a two‐level bivariate latent change score model to investigate how changes in the quality of LMX from t − 1 to t relate to perceptions of the subordinate's work motives at t − 1 while controlling for unobserved individual differences. The implications of our findings for research, method, and practice are discussed. Practitioner points: For individual subordinates, strong perceptions of work motives help to build good leader–follower relationships, which in turn should enhance such motives.'You never get a second chance to make a first impression'; employees and managers at all organizational levels should recognize the importance of how their behaviour is perceived at the beginning of their interaction. However, if subordinates are continuously perceived as having high IM motives, this may negatively influence LMX. [ABSTRACT FROM AUTHOR]

Employee silence is detrimental to organizations, and managers high in narcissism may create conditions that indirectly promote employee silence. Drawing on socio‐analytic theory, in three samples (Ns = 79, 125, and 119), we investigated whether employees' perceptions of manager trustworthiness mediated the relation between manager trait narcissism and employee silence, and whether this mediation was moderated by a social skill, apparent sincerity. We found that the three samples largely supported our research model. Manager narcissism lowered employees' perceptions of manager trustworthiness, which were in turn related to increased employee silence. Whereas the effect of narcissism on trustworthiness perceptions and, indirectly, on employee silence were stronger for managers lower in apparent sincerity, these effects of narcissism were absent for managers high in apparent sincerity. Practitioner points: Perceptions of manager trustworthiness are a key relational process in dyadic, leader–follower relationships; for example, as our studies show, low trustworthiness predicts employee silence about important issues that may be hampering work/organizational functioning.Furthermore, our studies show that manager trait narcissism drives employees' perceptions of their manager's trustworthiness, and indirectly, employee silence.The findings highlight the downsides of manager narcissism in dyadic relationships with employees, which prompts guarding against hiring and promoting individuals who are high in trait narcissism to management positions.Moreover, we find that high narcissism managers who seek to appear sincere, may be successful at mitigating the impact of their narcissism on trustworthiness and silence.The findings lead us to recommend managers to improve their sincerity impression management skills – not doing so may be particularly detrimental among those who are more narcissistic. [ABSTRACT FROM AUTHOR]

Team learning orientation magnitude and strength are important to sustain group effectiveness and adaptability, but scant research has investigated them simultaneously. We examine how transformational leadership, behavioural integration, and the degree of team personality heterogeneity in extraversion and agreeableness contribute to the magnitude and strength of team learning orientation. In study 1, using a time‐lagged survey sample of 50 work teams, we found that transformational leadership was associated with two team learning orientation aspects through the mediation of behavioural integration. In study 2, in a survey sample of 72 teams, we replicated these findings and further demonstrated that the relationship between transformational leadership and behavioural integration is enhanced when there is greater personality homogeneity in agreeableness. Our findings suggest that transformational leadership is able to converge a high and strong learning orientation in work teams through prompting behavioural integration among members, yet the influence of transformational leadership is contingent on the degree of team personality heterogeneity. Our research conclusions highlight important insights for team leaders about how to create a strong team climate of learning in order to sustain the long‐term success of their work teams. Practitioner points: Transformational leadership is shown to be associated with high levels of team learning orientation magnitude and strength. Thus, to encourage team learning, adopting transformational leadership training is an effective strategy.To converge team learning orientation (i.e., promoting strength), it is important for transformational leaders to encourage information exchange, collaboration, and joint decision‐making (i.e., behavioural integration) among team members.The influence of transformational leadership can be amplified when the team is homogenous on members' personality. As a result, providing leaders with knowledge of the 'deep‐level' composition of team members could help them better foster team behavioural and learning dynamics [ABSTRACT FROM AUTHOR]

The present study examines how the different forms of behavioural regulation proposed by self‐determination theory combine within different profiles of workers and the extent to which these configurations are replicated among four samples of workers from distinct occupational groups (managers, nurses, physiotherapists, and hospital employees). In addition, this research investigates the role of workload (as a job demand), as well as perceived organizational, supervisor, and colleagues support (as job resources) in the prediction of profile membership. Finally, this research also documents the relation between motivation profiles and a series of adaptive (work performance) and maladaptive (presenteeism, turnover intentions, and absenteeism) work outcomes. Latent profile analyses revealed six similar motivation profiles among the four samples (n = 291 managers, 249 hospital employees, 237 nurses, and 373 physiotherapists). The results also showed the highest levels of presenteeism and turnover intentions, and the lowest levels of work performance to be associated with the Externally Driven profile. Moreover, workload predicted a higher likelihood of membership into the Self‐Driven Introjected and Externally Driven profiles relative to the Moderately Intrinsically Motivated, Highly Intrinsically Motivated, and Self‐Driven Hedonist profiles. Finally, perceived colleagues support predicted a decreased likelihood of membership into the Externally Driven profile relative to the five other profiles, whereas higher levels of perceived organizational support predicted an increased likelihood of membership into the Self‐Driven Introjected, Highly Intrinsically Motivated, and Value‐Reward Self‐Driven profiles relative to the Externally Driven and Self‐Driven Hedonist ones. Practitioner points: Employees' profiles characterized by low levels of self‐determined work motivation were associated with the worst outcomes.By decreasing employees' workload or by helping to make it more manageable, organizations may increase employees' likelihood of displaying more desirable, and self‐determined, motivational profiles.By improving colleagues support, organizations may also be able to increase employees' likelihood of displaying more desirable, and self‐determined, motivational profiles. [ABSTRACT FROM AUTHOR]

The leader self‐sacrifice literature has largely drawn on the norm of reciprocity to examine the positive impacts of leader self‐sacrifice on employee attitudes and behaviours, but little attention has been paid to the potential negative impacts of leader self‐sacrifice on leaders' own work outcomes. Grounded in social exchange theory and ego depletion theory, our research focuses on why leader self‐sacrifice brings about both beneficial and detrimental effects and considers how leader competence shapes these effects. Two field studies were conducted to test our hypotheses. Study 1 explored the underlying mechanisms through which leader self‐sacrifice influences team/leader work engagement. Study 2 replicated and extended the findings of Study 1 by further testing the moderating role of leader competence. Our results indicated that team affective commitment to leaders acts as a key mediator of the positive relationship between leader self‐sacrifice and team work engagement, and that leader depletion serves as a crucial mechanism underlying the negative relationship between leader self‐sacrifice and leader work engagement. Additionally, leader competence affects how team members view self‐sacrificing leaders and the extent to which self‐sacrificing leaders consume their energy. For competent leaders, the positive influence of leader self‐sacrifice on team work engagement (via team affective commitment to leaders) is stronger, and the negative influence of leader self‐sacrifice on leader work engagement (via leader depletion) is weaker. Practitioner points: To avoid self‐sacrificing leaders being seriously depleted, organizations should design activities or training programmes to help leaders replenish self‐control resources and, if possible, increase their self‐control capacity.To encourage team members' investment in their work, leaders may need to establish psychological attachment and bonds with members to motivate them to repay sacrificial behaviours by fully engaging in the work.Organizations can provide systematic training to enhance leader competence to magnify the beneficial impacts and buffer the detrimental impacts of leader self‐sacrifice. [ABSTRACT FROM AUTHOR]

Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers' interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators. Practitioner points: Our study shows that the frequency with which team managers interact with team members to discuss work, organizational, and team functioning issues is a relevant predictor of positive team mood.More frequent interactions do not always foster positive team mood. Average interaction levels, as perceived by team members, are more effective than low or high levels.Managers should adapt the frequency of the interactions to the characteristics of the teams managed, particularly their tenure and potency. [ABSTRACT FROM AUTHOR]

Although a great deal of knowledge has accumulated about dyadic relationships (i.e., leader–member exchange (LMX) or team–member exchange (TMX)) within a team, employee behaviours that involve triadic relationships among focal employees, leaders, and teammates have seldom been investigated. Using balance theory, which describes triadic relationships from a power dependence perspective, in the current study, we explore how the interplay of LMX, TMX, and peers' LMX jointly impacts employees' feedback‐seeking behaviour (FSB) and subsequent job performance. By conducting a multilevel moderated polynomial regression on three‐wave, multi‐source data from 147 team members and their leaders (from 45 work teams), we found that the incongruence between LMX and TMX facilitates FSB when peers' LMX or task interdependence is high. We also found an asymmetrical incongruence effect concerning the way in which individuals are more likely to seek feedback when LMX is worse than TMX, compared with when LMX is better than TMX. This differential effect is stronger when peers' LMX or task interdependence is high. The interplay of LMX, TMX, peers' LMX, and task interdependence eventually has an indirect effect on job performance through FSB. The results from a follow‐up study of 270 employees from 77 teams further confirm our predictions about the mechanism of balance theory. Specifically, the results indicate that when peers' LMX is high, the incongruence between LMX and TMX decreases employees' psychological safety. Practitioner points: Our study highlights the importance of studying the triadic (LMX, TMX, and peers' LMX) rather than dyadic relationships in a work team.This study demonstrates that imbalanced relationship triads can influence employees in a positive way (i.e., motivate employees to conduct more change‐oriented proactive behaviours).Our study's findings show that feedback‐seeking behaviour is important in promoting job performance when it aims at changing the imbalanced social environment.Our findings suggest practitioners should pay more attention to the role of task interdependence, which changes the power dependence structure of workplace relationships. [ABSTRACT FROM AUTHOR]

Drawing on the social exchange theory, organizational cynicism has been suggested as a central consequence of psychological contract (PC) breach. In this study, we examine the extent to which social exchange relationships with the supervisor and coworkers have an impact on cynical reactions to broken employer promises. Based on two‐wave data with a time lag of three months from a sample of 781 employees, we investigated the influence of employees' perceived PC breach on cynical thoughts, emotions, and behaviours, and the moderating effects of leader–member exchange (LMX) and coworker exchange (CWX). Using structural equation modelling, we found that PC breach was positively associated with cognitive, affective, and behavioural cynicism. Our analysis further revealed that LMX and CWX moderated different dimensions of organizational cynicism: When LMX was high, employees reacted more sensitively to a PC breach with cognitive and behavioural cynicism. In contrast, CWX attenuated employees' affective cynical response to a PC breach. The differentiated perspective on cognitive, affective, and behavioural cynicism and the identified moderating effects help explain varying strengths of the PC breach–organizational cynicism association found in previous research and highlight contingencies related to social exchange relationships at work. Practitioner points: This study shows that cynicism towards the organization varies with the extent of perceived PC breach, indicating that organizations should actively manage employees' psychological contracts.LMX tends to reduce cynicism towards the organization (direct effect), but high LMX employees seem to react more sensitively to severe PC breaches (interaction effect). Thus, high LMX cannot completely compensate employees' cynical reaction to a PC breach. Leaders should be made aware of that and should be trained to effectively manage employees' expectations to prevent PC breaches.Employees' cynical emotional reaction to severe PC breaches was buffered by high levels of CWX. Hence, organizations should foster interpersonal relationships among coworkers. [ABSTRACT FROM AUTHOR]

Recent LMX research suggests that due to boundary conditions, the benefits of high‐quality LMX relationships may not be as straightforward as previously thought. In the voice domain, meta‐analytic evidence further shows that there is substantial variation in the effect sizes reported for the relationship between LMX and voice behaviour. To develop a more thorough understanding of the nature of the LMX–voice relationship, in the present study we draw from LMX theory and the voice literature to theorize and test the curvilinear indirect effect of LMX on employee promotive voice via employees' felt obligation for constructive change (FOCC). We suggest that this curvilinear effect is contingent on employees' perceptions of co‐worker voice behaviours and leader solicitation of voice. Survey data collected from 256 employees and their supervising manager working at a large Chinese Internet finance company largely support our predictions. Our findings show that at low‐to‐moderately high levels, LMX is positively associated with promotive voice via FOCC. However, this positive relationship turns negative at very high level of LMX. Results also show a negative relationship between LMX and FOCC (and a negative indirect effect of LMX on promotive voice via FOCC) in the presence of higher levels of co‐worker voice or lower levels of leader solicitation of voice. Contributions to the LMX and voice literatures are discussed. Limitations and future directions are also discussed. Practitioner points: High‐quality LMX relationship is not always beneficial to organizations as it may discourage employees from speaking up with new ideas or suggestions at very high levels of LMX.When co‐workers voice, employees are less likely to speak up with new ideas or suggestions as they feel their obligation to improve the organization may already be fulfilled by others.Leader solicitation can effectively encourage employee voice in high LMX relationships. [ABSTRACT FROM AUTHOR]

We draw on Gouldner's (1960, Am. Sociol. Rev., 25, 161) norm of reciprocity to accomplish three goals: (1) theoretically depict the employee voice process as an exchange relationship that is maintained when both parties provide benefits 'in kind' to each other; (2) introduce the notion of voice resilience, defined as subsequent engagement in voice despite adversity in the process (i.e., voice non‐endorsement); and (3) demonstrate the importance of voice safety as a key mechanism that facilitates voice resilience. When employees speak up to their leaders with suggestions for change, this behaviour is positively intended and represents a contribution to the leader and to the mutual relationship because voice is a risky behaviour. When leaders do not implement employee suggestions (non‐endorsement of voice) but reciprocate by providing adequate explanations for non‐endorsement, this should foster employee perceptions of voice safety and make it more likely that employees will speak up with suggestions in the future (subsequent voice). In sum, this mutual exchange of benefits, voice from the employee and adequate explanations for non‐endorsement from the leader, should foster voice resilience. Results across two studies (field and laboratory) demonstrate that sensitivity of explanations for non‐endorsement (not specificity) predicts follower's voice safety and subsequent voice. We discuss the theoretical implications of the more personal nature of sensitive explanations compared to the more descriptive and factual nature of specific explanations and consider the practical benefits of encouraging leaders and organizations to view the voice process as a mutual exchange relationship. Practitioner points: Organizations can offer training and development on how to maintain voice exchange relationships even when leaders do not endorse employee suggestions.Our work demonstrates that it is critically important for leaders to exhibit sensitivity in their non‐endorsement responses to employee suggestions.If explanations in the voice process are delivered in a sensitive manner, our research shows that voice resilience can be achieved by fostering voice safety such that employees are significantly more likely to engage in subsequent voice. [ABSTRACT FROM AUTHOR]

Building on Foa and Foa's (1974) resource theory, this study explores why, how, and when followers' proactive engagement in taking charge behaviours can drive leader–member exchange (LMX) relationships. Through a three‐wave multi‐rater field survey among 230 leader–follower dyads in China, we found that follower taking charge is positively related to LMX after accounting for the effect of in‐role performance. Our results suggest leader perceived service resources (i.e., the efforts and actions carried out by the focal follower that make the leader's work more effective) as the underlying mechanism of this relationship. Further, our findings demonstrate that achievement‐goal‐striving leaders are more likely to recognize the service value of taking charge followers and subsequently develop high‐quality LMX relationships with them. This study moves LMX theory forward by investigating follower‐driven LMX development. It also contributes to the emerging work on followership by 'reversing the lens' between leadership practice (in terms of LMX) and follower behaviour (in terms of taking charge). Practitioner points: Leaders should be aware of the valuable service resources associated with followers' taking charge attempts.Followers who work under achievement‐goal‐striving leaders should be more proactive in building high‐quality relationships with their bosses by taking charge at work.To benefit from high‐quality LMX relationships, organizations should train leaders to appreciate followers' taking charge endeavours. [ABSTRACT FROM AUTHOR]

Leader–member exchange (LMX) has long been considered a relationship‐based, dyadic model of leader–follower interactions. Recent reviews of this literature have, however, documented a paucity of research focusing on relationship‐based antecedents and dyadic‐level outcomes. In this study, we draw upon the relationship investment model to consider the effects of shared perceptions (or lack thereof) of relationship satisfaction and investment in the LMX relationship, from both the leader and follower's perspectives in predicting divergent perceptions of LMX (i.e., dyadic LMX disagreement). Using multi‐source data obtained from managers and their subordinates working at 31 organizations, we test hypotheses using a specific form of multivariate multilevel regression (i.e., a one‐with‐many model). Our findings suggest that dyadic LMX disagreement is associated with differences in how leaders and followers weight the importance of satisfaction and investments in their relationship. Also, if leaders are overinvested or over‐satisfied, we observe unique forms of disagreement in LMX ratings. Based on these results, we highlight implications for extending theory and research in LMX as well as work relationships. Practitioner points: Disagreements among leaders and subordinates regarding the quality of their relationship (i.e., not seeing eye to eye) can weaken the impact of subordinates' efforts and reduce their engagement.Leaders and subordinates can more easily see eye to eye about their relationships by acknowledging the difference in importance they place on the previous investment they have made in the other person and discussing what each member of the pair is seeking to obtain from their relationship.It is more difficult for leaders and subordinates to see eye to eye about their relationships when leaders have invested more or are more satisfied than their subordinates. [ABSTRACT FROM AUTHOR]

Previous research has merely explored the positive relationship between cognitive diversity and creativity, but the potential negative side of cognitive diversity might also prevail and should be examined together with its positive side. To address this gap, our study, drawing on the categorization–elaboration model framework, explored both the positive and negative effects of cognitive diversity on creativity/innovation in a single model. Using data collected from 101 teams (including both team leaders and team members) in 10 Chinese manufacturing companies, we identified a dual pathway – namely, task reflexivity (i.e., positive pathway) and relationship conflict (i.e., negative pathway) – in the linkage of cognitive diversity and innovative work behaviour (i.e., IWB). Cognitive diversity encouraged IWB via the task reflexivity pathway, but impeded IWB via the relationship conflict pathway. We further demonstrated that perceived support for innovation moderated the relationships between cognitive diversity and task reflexivity/relationship conflict, with cognitive diversity more related to task reflexivity and less related to relationship conflict when perceived support for innovation was high. Moderated mediation effects also indicated that the positive indirect effect of cognitive diversity on IWB through task reflexivity existed only when support for innovation was high and that the negative indirect effect of cognitive diversity on IWB through relationship conflict occurred only when support for innovation was low. Practitioner points: This study informs team managers about the double‐edged‐sword effect of cognitive diversity on innovative work behaviour and calls for future research on how to manage diverse teams composed of individuals with different cognitions.Cognitive diversity was found to influence innovative work behaviour positively via task reflexivity and negatively via relationship conflict. Therefore, team managers should encourage their employees to rethink and re‐evaluate task‐related issues but not translate this into emotional exclusion.Perceived support for innovation strengthened the positive effect of cognitive diversity and weakened its negative influence. Therefore, team managers should build up such an environment by showing support and encouragement of innovation in teams of employees with different cognitions. [ABSTRACT FROM AUTHOR]

We conducted a field survey of leaders and their followers to examine factors that moderate the relationship between employee proactive personality and proactive behaviour. As hypothesized, random coefficient modelling analysis showed that two situational factors – transformational leadership and a climate of innovation and flexibility – moderated the relationship between employee proactive personality and proactive behaviour. Conceptually, we draw from situational strength theory to predict the pattern of these interactions. Our findings indicated that organizations desiring proactive employee behaviour would be well advised to take one of three courses of action: select employees with proactive personality who will generally behave proactively regardless of the situation; develop transformational leaders who will motivate, inspire, and support proactive employee behaviour; or cultivate a climate of innovation and flexibility which will create a strong situation that fosters proactivity regardless of employee individual differences. Practitioner points: The modern workplace often demands that employees behave proactively, and our research shows that there are multiple strategies organizations can implement to facilitate employee proactive behaviour.In particular, our study reveals three ways for organizations to facilitate proactive employee behaviour: (1) recruit and select employees who are high in proactive personality, who will be more apt to naturally engage in proactive behaviour; (2) hire or train leaders to be transformational since transformational leaders will bring about proactive employee behaviour; or (3) create a climate that rewards innovation and flexibility as such a climate will encourage proactive employee behaviour. [ABSTRACT FROM AUTHOR]

As a result of demographic changes, workforces are becoming older and more age diverse. While interactions between workers from different age groups can provide opportunities for mutual learning through bidirectional knowledge transfer, research has yet to investigate how age influences knowledge transfer between age‐diverse colleagues. Building on the organizational theory of age effects, we conducted two studies to examine how age influenced the roles assigned to individuals in knowledge transfer processes, that is, whether they were perceived as knowledge senders or knowledge recipients. In Study 1, we used an experimental vignette design with 450 employees to assess how age affected perceived ability and motivation to share and receive knowledge. Further, we tested the extent to which trustworthiness moderated these relationships. In Study 2, we extended these findings using a dyadic research design with data from 53 age‐diverse knowledge transfer dyads. We examined through which mechanisms the age of one's colleague affected one's knowledge transfer behaviour. We found that the age of one's colleague had a positive effect on one's knowledge receiving behaviour and a negative effect on one's knowledge sharing behaviour. Further, perceived ability to receive knowledge and perceived motivation to share knowledge mediated these effects. [ABSTRACT FROM AUTHOR]

This work reconciles previous discrepancies regarding when and how the demographic composition of supervisor-subordinate dyads relates to perceived supervisor support. We draw from social identity theory to argue that building relationships with higher-status group members, while distancing oneself from the lower-status group, is a contextually induced way female and racial minority employees may cope with identity threat in the workplace. Our results supported the hypotheses, indicating that this self-distancing effect via reduced perceived supervisor support only emerges in settings where gender or racial identities may be considered threatened (in organizations with climates of higher perceived gender inequity, Study 1; or climates of higher perceived diversity inequity, Study 2). Such results are particularly important and timely given the recent ample attention in popular media and academic outlets regarding the 'queen bee' effect, the 'crabs in the barrel' mentality, and diversity-valuing behaviour of leaders. The current research suggests that such behaviours are not generalizable to all female or minority employees; rather, this effect seems to be context-driven. Practitioner points Organizational climates that are higher in gender and/or diversity inequity may bring about negative in-group behaviours between supervisors and subordinates., To increase perceptions of supervisor support, especially among traditionally low-status employees, organizations should improve their diversity climates to be more inclusive for all employees., Building active mentoring programmes for under-represented groups and increasing the number of women and non-White employees in senior positions, while emphasizing equal opportunity for all employees, are some ways organizations can reduce perceptions of gender and diversity inequity., A career-lattice approach to employee career development would allow employees to engage in more lateral transfers - enabling them to gain diverse skills, be exposed to multiple mentors, and to remove themselves from a potentially harmful supervisor-subordinate relationship. [ABSTRACT FROM AUTHOR]

In this study, we integrate relational theory and the upper echelon perspective to explore how and why caring and generative relationships in top management teams ( TMTs) can be a source for building strategic adaptability. We argue that when TMT members care for each other's inner needs, a generative psychological space (which allows members to experience positivity and produce enduring transformative outcomes) is nurtured. This generative psychological space, in turn, helps to build a capacity to respond proactively to the external environment and adapt well to environmental jolts. The results lend support to our hypothesized model in which caring among TMT members nurtures generativity, which in turn enhances strategic adaptability. In so doing, we aim to further cultivate discussion on the micro-foundations of strategic management in general and increase interest in the micro-relational foundations of strategic capabilities in particular. Practitioner points Strategic adaptability is crucial for a firm's viability, but top management teams ( TMTs) struggle to navigate and adapt successfully in ever-changing environments., Caring defines those relationships in which TMT members show genuine interest in and concern for each other's needs, and can be a conducive force for building strategic capabilities, such as the capacity to adapt to environmental jolts., Work relationships among members are powerful; thus, organizations should devote efforts to finding ways to go beyond instrumental-driven connections to cultivate more humanistic-driven connections where the inner needs of each member are considered, and to shaping a generative psychological space that helps to enhance adaptability and nurture growth., A focus on micro-relational mechanisms in a TMT is important for organizations, because the TMT plays a fundamental role in building strategic capabilities and helping organizations to thrive in the marketplace. [ABSTRACT FROM AUTHOR]

Considering the increasingly diversified workplace, surprisingly, little is known about the effects of supervisor-subordinate sex dissimilarity on job performance and how such effects might occur. Further, what organizations can do to minimize potentially negative consequences of sex dissimilarity on these processes and outcomes remains unclear. We integrated the relational demography framework and work-family enrichment theory to explicate an underlying mechanism and boundary condition of the supervisor-subordinate sex dissimilarity-interpersonal citizenship behaviour linkage ( ICB). Results from 201 supervisor-subordinate dyads indicated that subordinates in diversified employment relationships perceive a lack of personal accomplishment, which corresponded with less ICB. However, these negative consequences of sex dissimilarity were attenuated when employees perceived greater work-family facilitation. Practitioner points Managers should be cognizant of possible biases originating from sex similarity when relating to and motivating their subordinates of the opposite sex., To promote citizenship work behaviours among their employees, managers should allocate resources to all employees, irrespective of their gender., The beneficial effects of work-family facilitation for employees' health and productivity should be emphasized. [ABSTRACT FROM AUTHOR]

We explored the effects of employees' organizational efficacy perceptions on their subsequent behaviour and performance. Study 1 demonstrated the discriminant validity of organizational efficacy and its significant incremental contribution to the prediction of job performance over the variance explained by other efficacy beliefs and organization-directed constructs. Study 2 tested our hypotheses using multilevel analyses of 2-wave longitudinal data collected over a 2-year period from 846 employees of 105 work teams. Organizational efficacy perceptions significantly predicted employees' subsequent helping behaviour and job performance. These relationships were more pronounced when an employee's efficacy perceptions were congruent with those of other team members. Growth curve analysis showed that such perceptual congruence increased over time when the focal employee experienced a high level of support from team leaders. The study contributes to extant efficacy literature by establishing organizational efficacy as a new and meaningful dimension that predicts important employee outcomes. Practitioner points The findings provide practitioners with a demonstration of how employees' organizational efficacy perceptions affect work outcomes and predict their job performance and helping behaviour., The study highlights the importance of perceptual fit in organizational efficacy by showing how organizational efficacy perceptions improve outcomes when team members agree on their perceptions., The findings provide practitioners with insights into the role of team leaders' supportive leadership in promoting perceptual fit among team members. [ABSTRACT FROM AUTHOR]

This study investigated employees' behavioural responses to incivility, a form of interpersonal mistreatment, across time. Having established substantial within-person differences in the way individuals responded to incidents, we examined how appraisals of severity and blame, the relative status of instigator, and target personality affected how a target responded on a given day. Perceived severity of the critical incident significantly predicted whether or not a target engaged in negative behaviour towards the instigator, negative behaviour towards others, support seeking, and forgiveness. Neither the hierarchical status of the instigator relative to the target, nor the target's attributions of blame for the specific incident predicted an individual's responses to that incident. Target neuroticism predicted three response categories: ignore/avoid the instigator, respond negatively to the instigator, and seek support. Neuroticism also significantly moderated the within-person relationship between the perceived severity of an uncivil event and two daily responses: ignore/avoid the instigator and forgive the instigator. The results are discussed in terms of their practical implications for understanding how and why individuals respond to acts of incivility at work. Practitioner points Uncivil behaviour - rude or disrespectful interpersonal incidents - is a common occurrence in workplaces and a type of daily hassle or chronic stressor for target individuals., Incivility has been shown to lead to an array of negative individual and organizational outcomes, including psychological distress and anxiety, greater job stress, reduced task performance and creativity, lower job satisfaction, increased job withdrawal, and higher turnover. Our findings illustrate the link between an individual's experience of an uncivil incident and their immediate behavioural responses., Workplace interventions aimed at minimizing the harm caused by incivility could focus on educating employees about: the potential impact of incivility; how a person's perception and appraisal of an incident might change their response; how a victim might re-frame the meaning of what happened; and appropriate actions the victim can take in response to uncivil incidents. [ABSTRACT FROM AUTHOR]

Presenteeism or attending work while ill is a growing organizational problem. This study examined the association between job demands, presenteeism, and absenteeism. We tested a moderated mediation model of the effects of job demands on absenteeism with the key objective of exploring the mediation effects of presenteeism and the moderating effects of organizational justice on this relationship. Based on a sample of emergency services call centre workers ( N = 227), the research revealed that high job demands were associated with presenteeism, which in turn predicted longer absence spells. Furthermore, employee perceptions of distributive justice acted as an important mechanism through which presenteeism mediated the relationship between job demands and absenteeism. Practitioner points Organizations should be aware that work overload and strict attendance management practices can stimulate presenteeism., Managers should recognize that presenteeism can subsequently lead to longer spells of absence., Employee perceptions of fair outcomes minimize the deleterious effects of presenteeism on absenteeism. [ABSTRACT FROM AUTHOR]

Research has shown that work engagement, both at the individual and team levels, is relevant to understand employee performance and well-being. Nonetheless, there is no theoretical model that explains the development of work engagement in teams that takes into consideration what is already known about team dynamics and processes. This study addresses this gap in the literature, presenting a model for the emergence of team work engagement. The model proposes team inputs, outputs, and mediators as predictors of team work engagement and highlights their recursive influences over time. This conceptual work provides a starting point for further research on team work engagement, allowing for distinguishing individual and team constructs. Practitioner points The degree of energy and enthusiasm of teams depends on the way they interact., The affective and motivational dynamics of teams have consequences for their performance and well-being., The emergence of team work engagement is better understood within the literature of teamwork. [ABSTRACT FROM AUTHOR]

This study conceptualizes politicians as political workers. It describes a multimethod study with two aims: (1) to determine whether politicians share a latent mental model of performance in political roles and (2) to test hypothesized relationships between politician self-rated characteristics (i.e., extroversion, neuroticism, conscientiousness, Machiavellianism, and political skill) and received performance ratings from political colleagues and officers. Two hundred and thirty-one local politicians provided self-ratings on a political performance questionnaire developed following a role analysis, and standardized measures of personality. One hundred and eighty-five also received performance ratings from colleagues ( n = 749) and officers ( n = 729). Exploratory and confirmatory factor analyses of self- and received performance ratings revealed five latent factors: Resilience (RS), Politicking, Analytical Skills (AS), Representing People, and Relating to Others. Regression analyses found that neuroticism and conscientiousness contribute to received ratings of RS, and neuroticism contributes to received ratings of AS. Practitioner points As political roles require political work, we argue there is potential to use research and practice from I/O psychology to improve politician performance., The existence of shared latent constructs of performance provides a basis for differentiated criterion assessment in political roles., Evidence that individual differences contribute to political performance can be used to shape support activities for individuals in elected roles. [ABSTRACT FROM AUTHOR]

Situational judgment tests ( SJTs) have become popular in recent years. Yet, there is little research on how the constructs targeted within SJTs influence standardized ethnic group differences. Further, most research in this area is subject to differential range restriction concerns that hinder understanding of the role of constructs. We report on scale-level data from four jobs in which SJTs were part of the first major hurdle of selection, thus providing an analysis of how constructs might relate to standardized group differences when range restriction concerns are minimized. Results indicate that cognitively saturated scales were associated with d values of 0.56 and 0.76, while interpersonal items were associated with d values of 0.07, 0.20, and 0.50. Based on the obtained ds, we simulated hiring and obtained adverse impact ratios to help interpret these values of d for decision-makers. Overall, we demonstrate the importance of examining constructs and gathering data at the applicant level of analyses when attempting to understand SJT d values (and any associated adverse impact). Practitioner points The constructs targeted by SJTs may influence ethnic group differences, such that cognitively-related items/scales may lead to larger group differences than scales targeting interpersonal skills., It can be useful to compare SJT ds based on both job applicant samples and targeted constructs during test development and during consideration of alternative predictors. [ABSTRACT FROM AUTHOR]

In three studies, we show that employees bring to mind different facets of justice when focusing on workplace fairness versus unfairness. In Study 1, descriptions of recalled fair versus recalled unfair events are shown to be less multifaceted, more likely to include distributive justice, and less likely to include interactional justice. In Study 2, when asked to assess event fairness versus unfairness, participants posed fewer questions relating to interactional justice in relation to fair events. In Study 3, the results of a scenario experiment show that the relationship between unfairness/fairness and the salience of justice facets is mediated by the construal of work in more abstract terms in relation to fairness. We discuss the implications of our findings for organizational justice research and for organizations managing employee perceptions of fairness. Practitioner points Employees pay attention to different aspects of workplace experience when they focus on fairness versus unfairness., When employees consider fairness, they focus on workplace outcomes, whereas when they consider unfairness, they are more likely to also consider communication and interpersonal treatment., Employees tend to examine work experiences in terms of specific, concrete details when focusing on unfairness, but not when focusing on fairness. [ABSTRACT FROM AUTHOR]

Diversity initiatives do not necessarily yield sought-after outcomes. Following Bamberger and Pratt's (2010 Acad. Manage. J. 53, 665) suggestion of pursuing exploration-based unconventional research, we conducted a case study of a uniquely diverse organization. Using focus groups, interviews and reviews of organizational documents and artefacts, we describe what underlies a strong positive climate for diversity. The themes that emerged around centrality of diversity to identity, accommodation, respecting difference, continuous learning and structural inclusiveness indicated how diversity can be translated into attitudes (openness to change, openness to others, openness to error and perceived person-environment fit) and competencies (efficacy for change, interpersonal competence, improvement capacity and actual person-environment fit). Implications for promoting positive diversity climates that may enhance organizational effectiveness are discussed. Practitioner Points Having a norm of accommodation can create attitudes of openness to change and help develop efficacy for change., When respecting difference is essential to everyday functioning, interpersonal competence and openness to others is promoted., Framing a diverse workplace as necessitating continuous learning can provide for openness to error that allows for organizational improvement., To promote a positive diversity climate, attend to structural inclusiveness. [ABSTRACT FROM AUTHOR]

We examine the antecedents impacting interviewers' initial impressions of candidates formed during the rapport-building stage of the interview and subsequent evaluations of answers to highly structured interview questions. Ratings for 130 mock interview candidates reveal a strong relationship between interviewers' initial impression of the candidate and their evaluations of candidate responses to structured questions. These initial impressions correspond with candidate extraversion and verbal skill, controlling for job qualifications. Interviewers' initial impressions mediate the effect of candidate characteristics, relevant for some jobs more so than others, on later evaluations. Thus, initial impressions formed during rapport building appear to influence subsequent evaluations whether they are clearly job-relevant or not. These findings have important implications for the validity of structured interviews. [ABSTRACT FROM AUTHOR]

This study focuses on the perceptions of faculty members involved in a merger between two South African universities that were historically a 'white' and a 'black' institution. Combining a sensemaking approach and insights from social identity theory, the study aimed for a better understanding of the dynamics that underlie the processes of identification in organizational settings. Analysis of the transcripts of interviews and a focus group showed the importance of status differences, dominance, and several foci of identification. Surprisingly, employees from both merging partners claimed to be the dominated group in the merger and faculty members described their post-merger identification in terms of their profession rather than their membership of the organization. These findings draw attention to the dynamic relationship between salient categories of identification. [ABSTRACT FROM AUTHOR]

This study examines team performance as affected by various trusting relationships: trust between team members and the team's trust in their direct manager and in top management. Data for the study were collected from a survey of 690 professional elite athletes (belonging to 59 different sports clubs) playing in the regular, top professional Spanish leagues. The model was tested at the team level. Findings reveal that team member trust with respect to the different foci has both a direct and indirect effect on team performance, and that team player trust and cohesion play a mediating role. This study illustrates the dynamic relationship within teams, and, as such, trust among teammates mediates the relationship between trust in the coach as well as team cohesion in determining team performance. The implications for managing teams in other contexts are also evaluated. [ABSTRACT FROM AUTHOR]

In light of the organizational need to obtain talented personnel, an appropriate evaluation of applicant behaviour in the selection interview is crucial. Extending past research on applicant use of impression management (IM) tactics, this study examines the effects of a broad set of IM tactics in a field setting, and also investigates the moderating roles of two rarely tested interviewer characteristics: interviewer positive affectivity (PA) and negative affectivity (NA). Due to the nested nature of the data, consisting of 142 job applicants and 33 interviewers, we adopt hierarchical linear modelling (HLM) to examine the proposed hypotheses. The results indicate that three IM tactics (self-focused IM, SFIM; other-focused IM, OFIM; and non-verbal IM, NVIM) are significantly positively related to interviewer evaluations. Furthermore, interviewer PA appears to strengthen the positive effects of SFIM tactics on interviewer evaluations, while the effects of NVIM tactics may be weaker when interviewers are high in NA. In addition, these findings suggest the importance of interviewer trait affectivity in explaining interviewer's decision-making variability, which may lead to low inter-rater reliability and in turn restrict the level of achievable validity. [ABSTRACT FROM AUTHOR]

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self-management, transformational team leaders, and a higher- than-average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms. [ABSTRACT FROM AUTHOR]

This study examined self-related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as active-corrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self-monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization-based self-esteem and by their propensity to modify self-presentation, a major facet of the self-monitoring construct. Field survey data (N = 161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active-corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization-based self-esteem. When subordinates were low in self-presentation propensity, active-corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance. [ABSTRACT FROM AUTHOR]

Job satisfaction's position within the nomological network and the mechanism outlined by theories of social exchange suggest that job satisfaction functions as a mediator of the relationship between various antecedent variables and volitional workplace behaviours. We extend social exchange theory to include perceptions of the total job situation and develop a model that positions job satisfaction as a mediator of the relationships between various internal and external antecedent variables, and three volitional workplace behaviours: citizenship behaviours, counterproductive workplace behaviours, and job withdrawal. The fit of a fully mediated model is good and all four classes of antecedents (dispositions, workplace events, job characteristics, job opportunities) contributed uniquely to the prediction of satisfaction. Job satisfaction is also shown to mediate most antecedent-consequence relationships, although two important exceptions are evident. A direct link from pro-social disposition to OCBs, and a direct link and one from antisocial disposition to counterproductivity, suggest that job satisfaction does not fully moderate the relationships between dispositions and contextual behaviours. [ABSTRACT FROM AUTHOR]

The present study investigated whether employees are merely interested in hearing good news about themselves, as predicted by self-enhancement theory, or are more interested in feedback that confirms their self-concept, as predicted by self-verification theory. We examined in a field study whether self-view certainty serves as a moderator and strengthens the effect of congruence between individuals' self-views and the performance feedback they receive about these self-views on feedback reactions. Polynomial regression results revealed that people mainly reacted favourably to positive feedback. Prior self-views did not play a key role in explaining feedback reactions. As feedback scores were the main determinant of feedback reactions, it seems that feedback reactions are dominated by self-enhancement strivings and that self verification strivings are less prominent. Little support was found for the moderating role of self-view certainty. [ABSTRACT FROM AUTHOR]

Building on the social exchange perspective and organizational support theory, this study examined the relationships among employees' justice perceptions, perceived organizational support (POS), organizational commitment and intention to leave. A hypothesized model was developed and tested using hierarchical regression analyses on a sample of 514 practising solicitors in Hong Kong. The results showed that both procedural and distributive justice contributed to the development of POS, and POS mediated their effects on organizational commitment and intention to leave. As expected, organizational commitment was negatively related to intention to leave. Additional analyses revealed that these relationships held for both partners and non-partners in law firms. [ABSTRACT FROM AUTHOR]

The relationship between locus of control, the quality of exchanges between subordinates and leaders (LMX), and a variety of work-related reactions (intrinsic/extrinsic job satisfaction, work-related well-being, and organizational commitment) are examined. It was predicted that people with an internal locus of control develop better quality relations with their manager and this, in turn, results in more favourable work-related reactions. Results from two different samples (N = 404, and N = 51) supported this prediction, and also showed that LMX either fully, or partially, mediated the relationship between locus of control and all the work-related reactions. [ABSTRACT FROM AUTHOR]

This article presents the authors' comments on the article 'The Romance of Teams: Toward an Understanding of Its Psychological Underpinnings and Implications', by Natalie Allen and Tracy Hecht. We think such a broad approach to evaluating the benefits of teams or groups in organizations as suggested by these scholars and by Allen and Hecht makes sense. However, for the sake of inducing a more elaborate perspective about this topic, we would like to consider some additional alternatives. In doing so, we will contrast the literatures on groups and teams. Most theoretically based research on groups is performed within controlled laboratory settings using tasks and contexts that may have little real-world flavor. The groups literature constitutes the core of what is covered in psychology texts on group processes and in most social psychology textbooks. Much of the research on teamwork is done in field settings with groups that work together for extended periods of time, although there are studies of ad hoc groups performing tasks in laboratory settings over a limited period of time that use the term 'team' in their title. The teams literature is typically not covered in the groups chapters of psychology textbooks, and the groups literature typically receives only cursory coverage in organizational texts. We will consider various perspectives on these two distinct but related areas of research.