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It is a common assumption that organizations should avoid "bad" behaviors, as such behaviors have very few positive outcomes or they are likely motivated by undesirable antecedents. In this symposium, we question this prevailing wisdom, in several ways. We suggest that bad behaviors may both inspire positive outcomes (task performance) and be motivated by seemingly "positive" or innocuous antecedents (gratitude, psychological distance). Additionally, we find that engaging in "bad" behaviors (expressing anger) may have positive relational consequences. Together this symposium explores a series of counterintuitive findings that help explain why bad may be good, and good bad in ways that helps illuminate unexpected behavioral mechanism in workplace relationships. Responses to Observing Others Caught Cheating: The Role of Schadenfreude Author: Daphna Motro; Hofstra U. Author: Benjamin G. Perkins; U. of Arizona Author: Aleksander P.J. Ellis; U. of Arizona Building Swift Trust via Emotional Small Talk Prior to a Virtual Exchange Author: Laura Rees; Oregon State U. Author: Dejun Kong; U. of Colorado, Boulder Author: Liuba Belkin; Lehigh U. Be Cautious when you say 'Thank You': Leaders' Gratitude Expression Leads to Unethical Behavior Author: Hamed Ghahremani; U. of New Orleans Author: Ning Xu; Stockholm School of Economics Author: Dinah Payne; U. of New Orleans Who Finds Abusive Supervision Acceptable and Why?: The Role of Social Distance as a Mechanism Author: Jake Gale; Indiana U. - Kelley School of Business Author: Amir Erez; U. of Florida Author: Debra L. Shapiro; U. of Maryland Author: Eean Crawford; U. of Iowa Author: Richard Kuerston; - [ABSTRACT FROM AUTHOR]

New methodological advances and guidance in estimating 'cross-level effects' in multilevel models have led to a proliferation of published research examining purportedly cross-level direct relationships, mediations, and interactions. However, our review of published 'cross-level' papers in top journals reveals that in many cases, scholars argue for or interpret relationships that are meaningfully different from the ones actually being tested. In this paper, we attempt to build an accessible explanation for what 'cross-level effects' actually are and how they operate in practice, detailing with sample datasets, results, and examples from the literature how they are frequently misunderstood. We conclude that to date the management literature has not yet developed and refined theory accordingly to match recent helpful methodological innovations. We attempt to address this issue by providing specific guidance on how to argue and interpret the various types of 'cross-level' effects, and spotlighting exemplar papers in the literature that accomplish this accurately. [ABSTRACT FROM AUTHOR]

Servant leadership, which prioritizes the interests and wellbeing of those being served, is considered as a unique approach that offers much potential to enrich our understanding of leadership. Despite the growing interest in exploring the influences of servant leadership on followers and other stakeholders, several research questions that matter for both theory and practice remain largely unanswered. First, servant behaviors are modifiable and trainable. In addition to innate personality traits, what situational factors contribute to the display of servant leadership behaviors? Second, like other positive leadership approaches, servant leadership has been criticized to be overly idealistic and nice. Then how do servant leaders manage conflicts, deliver negative feedback, and help employees in their career progression? To extend our conceptual and empirical understanding of servant leadership, we offer five papers in this symposium that examine the causes and influences of servant leadership, highlighting how servant leadership can be developed through leaders' signals and followers' experiences, and how and when their servant behaviors can inspire followers to reach their fullest potential. * Signals Of A Servant Leader * Presenter: Nathan Eva; Monash Business School * Presenter: Emily M. Hunter; Baylor U. * Presenter: Mitchell J. Neubert; Baylor U. * When and How Follower Unethical Behaviors Lead To Servant Leadership: A Social Identity Analysis * Presenter: Shuxia Zhang; Ohio State U. * Presenter: Jia Hu; Ohio State U. * Interplay Of Servant Leadership Behaviors And Machiavellianism On Perceived Leader Effectiveness * Presenter: Lin Xiu; U. of Minnesota, Duluth * Presenter: Feng Lv; Nankai U. * Presenter: Dirk Van Dierendonck; Erasmus U. Rotterdam * The Role Of Tough Love On Relationships Between Servant Leadership and Follower Outcomes * Presenter: Robert C Liden; U. of Illinois at Chicago * Presenter: Meng Zhong; Xi'an Jiaotong U. * Presenter: Jeroen Stouten; KU Leuven * Presenter: Leander De Schutter; Erasmus U. Rotterdam * Servant Leadership and Employee Career Progression * Presenter: Hamed Ghahremani; U. of New Orleans * Presenter: G. James Lemoine; U. at Buffalo, The State U. of New York * Presenter: Chad Hartnell; Georgia State U. [ABSTRACT FROM AUTHOR]

Decades after the appearance of sociometric studies of positive and negative relationships in 1930s through 1950s that were inspired by the seminal work of Moreno and Jenning (1934), a second wave of scholarly research on negative ties has appeared in the literature since late 1990s. In this paper, we review these two bodies of research and summarize the findings in an integrative framework to show antecedents and consequences of negative ties. Our review recognizes important themes in research on negative ties and proposes directions for future research on negative ties and social networks. [ABSTRACT FROM AUTHOR]