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Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multiwave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research.

The very nature of perceived injustice cuts to the heart of employees' cognition, attitudes and behaviours in the workplace. Yet, researchers and practitioners are woefully uninformed about what drives the subjectivity of unfairness perceptions. Using an integration of fairness heuristic and uncertainty management theories as a theoretical foundation to drive our hypothesis development, we conducted a multi-study investigation to examine individual-level correlates of unfairness expectations and perceptions in the context of newcomer organisational entry. Across two studies, we found support for the positive association between prior unfairness experiences (i.e. global unfairness heuristic) and expectations of unfairness (i.e. anticipatory injustice) at work. As an extension, Study 2 examined and found support for the interactive effect of global unfairness heuristics and competency-related beliefs (i.e. self-efficacy) on the formation of anticipatory injustice. Furthermore, Study 2 documented both direct and indirect associations between employees' global unfairness heuristic, anticipatory injustice, perceived injustice, job satisfaction and counterproductive work (CWB) behaviours. Overall, our work sheds light on the importance of perceiver-specific factors for better informing the complex, idiosyncratic nature of perceived work unfairness. We discuss theoretical contributions, future research directions and practical implications.

PurposeThis research assessed the interactive effects of employee passion and ego-resilience (ER) on relevant work outcomes, including job satisfaction, citizenship behavior, job tension, and emotional exhaustion. The authors hypothesize that higher work passion is associated with less positive work outcomes when employees are low in ER.Design/methodology/approachThe authors collected data from three unique samples (N's = 175, 141, 164) to evaluate the moderating effect across outcomes. The authors conducted analyses with and without demographic controls and affectivity (e.g. negative and positive). The authors used a time-separated data collection approach in Sample 3. The authors also empirically assess the potential for non-linear passion and ER main effect relationships to emerge.FindingsFindings across samples confirm that high passion employees with elevated levels of ER report positive attitudinal, behavioral, and well-being outcomes. Conversely, high passion employees do not experience comparable effects when reporting low levels of ER. Results were broadly consistent when considering demographics and affectivity.Research limitations/implicationsDespite the single-source nature of the three data collections, The authors took steps to minimize common method bias concerns (e.g. time separation and including affectivity). Future research will benefit from multiple data sources collected longitudinally and examining a more comprehensive range of occupational contexts.Practical implicationsPassion is something that organizations want in all employees. However, the authors' results show that passion may not be enough to lead to favorable outcomes without considering factors that support its efficacy. Also, results show that moderate levels of passion may offer little benefit compared to low levels and may be detrimental.Originality/valueAs a focal research topic, work passion research is still in early development. Studies exploring factors that support or derail expected favorable effects of work passion are needed to establish a foundation for subsequent analyses. Moreover, the authors comment on the assumed “more is better” phenomenon. The authors argue for reconsidering the linear approach to predicting behavior in science and practice.

As organizational diversity becomes increasingly common, human resource departments must learn to effectively manage heterogeneity through the development of inclusionary practices. Although HR diversity and inclusion (D&I) practices seem like an adequate solution to workplace diversity, employee past experience and anticipatory justice regarding the fairness of HR initiatives may offer an explanation as to why such practices are not always successful at leading to positive perceptions and outcomes across employees. To begin to address this question, we use theory on uncertainty management to describe the role of cognitive biases on recollections of past experiences, and the role of anticipatory justice on fairness perceptions. Moreover, we argue for several moderators of the past experience—justice expectations and of the justice expectation—justice perceptions relationships. The contributions of this proposed framework are discussed as are directions for future research and practical implications.

Despite the legalization of same-sex marriage in the United States (U.S.) and an increasing number of out gay and lesbian business leaders, we have little knowledge of the role played by leaders’ same-sex sexual orientation in the leadership process. To fill this important research void, we drew from a recent theoretical model on leaders’ sexual orientation and conducted four experimental studies designed to test and retest whether leaders’ same-sex sexual orientation affects followers’ leadership perceptions and conformity to influence attempts, and how the intersectionality of leaders’ same-sex sexual orientation with leaders’ gender orientation and follower characteristics may modify the influences of leaders’ same-sex sexual orientation on the follower outcomes. Based on over 2,100 working adults in the U.S., the results of the four studies, where leaders were depicted as charismatic, indicate that leaders’ same-sex sexual orientation could have negative impacts on the follower outcomes. However, same-sex sexual orientation leaders did not suffer double stigma penalization by having additional marginalized identities (e.g., also being women). Female followers were more supportive of same-sex sexual orientation leaders than male followers. Our research advances knowledge of and responds to calls for more research attention to leader sexual orientation in the leadership process. Research and practical implications and directions for future research are discussed.

PURPOSE: In response to COVID-19, dental educators have been tasked with maintaining the quality of education while reducing cost, increasing efficiency, and leveraging technology. METHODS: This collaborative, multisite virtual health policy course used the Staged Self-Directed Learning Model (SSDL) to lead a diverse group of students studying health policy. Twelve Core sessions were offered with three additional sessions in August or December for a total of 15 total synchronous Zoom sessions that covered policy issues on supply, demand, and need for dental care. RESULTS: Twenty-eight students, seven lead instructors, and two course directors from six schools reported positive feedback on the course format, use of technology and the SSDL model, and breadth of topics presented. Participation by universities in four states with differing health policies stimulated virtual classroom discussions. CONCLUSION: In conclusion, collaborative interinstitutional virtual teaching and learning is cost effective, efficient, and engaging for students. This model has the potential to continue even when institutions are no longer affected by COVID-19.

Impression management (IM)—the strategies through which employees create, maintain, or alter a desired image towards others—is a ubiquitous part of organizational life. To date, scholars studying this interpersonal phenomenon have largely focused on Jones and Pittman's (1982) taxonomy of IM strategies, examining consequences associated with the tactics of ingratiation, self-promotion, exemplification, supplication, and intimidation on others’ reactions to, and perceptions of, the actor. Thus, scholarly understanding surrounding the implications of IM for employees’ own well-being is nascent. We integrate ideas from the emotional labor and IM literatures to develop and test theory that explains the impact of IM strategies on the actors themselves. Across three complementary studies spanning 2337 full-time employees, we use latent profile analysis to investigate how the conjoint use of multiple IM tactics—each of which is associated with a distinct, and sometimes conflicting, image—yields unique consequences for employees’ feelings of inauthenticity at work. In addition, we also explore how profiles of IM tactics differentially relate to theoretically relevant work outcomes, namely coworker ratings of employee performance, work withdrawal, absenteeism, and perceived sincerity. Taken together, our work sheds light on the prevalence and impact of employees combining IM tactics during work interactions.

Summary Antimicrobial resistance (AMR) is a global healthcare problem and therefore raising awareness within young learners is imperative. An AMR roadshow was designed to take key stage 4 students' learning ‘out of the classroom’, assess pre-existing knowledge of AMR and determine the impact of the roadshow on knowledge retention. Knowledge and subsequent retention were measured pre- and post-event through a standardised questionnaire. The roadshow significantly improved knowledge and understanding of AMR, which was retained for a minimum of twelve weeks. Engaging and interactive strategies addressing key health issues provide a positive learning experience which contributes to retained knowledge in young learners.

Many organizational representatives review social media (SM) information (e.g., Facebook, Twitter) when recruiting and assessing job applicants. Despite this, very little empirical data exist concerning the SM information available to organizations or whether assessments of such information are a valid predictor of work outcomes. This multistudy investigation examines several critical issues in this emerging area. In Study 1, we conducted a content analysis of job seekers' Facebook sites (n = 266) and found that these sites often provide demographic variables that U.S. employment laws typically prohibit organizations from using when making personnel decisions (e.g., age, ethnicity, and religion), as well as other personal information that is not work-related (e.g., sexual orientation, marital status). In Study 2 (n = 140), we examined whether job seekers' SM information is related to recruiter evaluations. Results revealed that various types of SM information correlated with recruiter judgments of hireability, including demographic variables (e.g., gender, marital status), variables organizations routinely assess (e.g., education, training, and skills), and variables that may be a concern to organizations (e.g., profanity, sexual behavior). In Study 3 (n = 81), we examined whether structuring SM assessments (e.g., via rater training) affects criterion-related validity. Results showed that structuring SM assessments did not appear to improve the prediction of future job performance or withdrawal intentions. Overall, the present findings suggest that organizations should be cautious about assessing SM information during the staffing process. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

In this article, we examine the effects of paternalism on experienced incivility across two studies. Study 1 examines the paternalism—experienced incivility relationship in a sample of health care employees, and Study 2 examines a moderated–mediated relationship, with incivility climate as the moderator of the paternalism—experienced incivility relationship, and counterproductive work behavior as the outcome. Results from these studies suggest that paternalism has a significant positive direct effect on incivility, and an indirect effect on counterproductive work behavior through experienced incivility. Moreover, our results suggest that the relationship between paternalism and experienced incivility is moderated by incivility climate, such that the effect of paternalism on experienced incivility is stronger at higher levels of incivility climate tolerance and lower levels of incivility climate policy.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

Research examining the influence of perceptions of organizational politics (POPs) is currently at a nexus—capable of recognizing its previous contributions but also with an eye toward the future. Scholars credit much of the maturation over the past 30 years to Ferris, Russ, and Fandt’s seminal model. Despite the ever-increasing number of publications attributed to this topic, and model, opportunities to bridge and expand the current research base remain plentiful. We begin this review by differentiating POPs from political behavior and constructs considered overlapping conceptually. We then describe the evolution of two models responsible for guiding POPs research and conclude our review by summarizing meta-analytic studies investigating antecedents and outcomes of POPs. Doing so allows us to identify gaps currently impeding development and to recommend relevant approaches to extend research. Following this review, we introduce event systems theory as a guiding framework for integrating and expanding the knowledge base. This structure allows scholars to recast POPs as a discrete phenomenon capable of being evaluated in terms of its novelty, disruption, and criticality. Theoretically, this approach allows for greater precision in identifying causes and consequences of POPs, and it provides insight into how such perceptions emerge and evolve. Last, we discuss future research opportunities intended to improve understanding of this pervasive phenomenon, and we encourage much-needed future research examining the dynamics of POPs in contemporary work settings.

PurposeThis research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.Design/methodology/approachAcross three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.FindingsResults supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.Research limitations/implicationsResults affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.Practical implicationsSupervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.Originality/valueThis study is the first to examine SNR features and informal support activities concurrently.

Introduced into the literature a decade ago, grit originally defined as perseverance and passion for long-term goals has stimulated considerable research on positive effects primarily in the academic and military contexts, as well as attracted widespread media attention. Despite recent criticism regarding grit’s construct and criterion-related validity, research on grit has begun to spill over into the work context as well. In this chapter, the authors provide an overview of the initial theoretical foundations of grit as a motivational driver, and present newer conceptualizations on the mechanisms of grit’s positive effects rooted in goal-setting theory. Furthermore, the authors also draw attention to existing shortcomings of the current definition and measurement of grit, and their implications for its scientific and practical application. After establishing a theoretical understanding, the authors discuss the potential utility of grit for human resource management, related to staffing and recruitment, development and training, and performance management systems as well as performance evaluations. The authors conclude this chapter with a discussion of necessary and potential future research, and consider the practical implications of grit in its current state.

Constant connectivity, aided by smartphones and email, is an increasingly prevalent reality of modern workplaces. Most research has emphasized the negative effects of this connectivity including em...

Despite its widespread media acclaim and recognition as a strategic imperative, the role of grit in organizational research remains unclear. This ambiguity resulted from inconsistent empirical findings, thus triggering a pessimistic outlook for the construct across disciplines. To address these issues, we suggest that such confusion and lack of construct and predictive validity stem from not only methodological issues but also a lack of theoretical sophistication. In this article, we address methodological issues, focusing mainly on construct and criterion-related validity, by showing how traditional definitional components of grit are absent in existing measures. Next, we address theoretical issues impeding progress by developing a new work motivation conceptualization of the construct. To do so, we focus primarily on noncognitive ability, purpose-driven long-term goal setting, and task strategy (i.e., short-term goal) adaptation. Finally, we develop an organizing framework examining how, and under what conditions, work-related goal setting manifests, highlighting grit’s distinction from other historically related constructs. Coupled with the assumption that individuals hold higher order organizational goals toward which they are passionate, our organizing framework includes feedback mechanisms accounting for grit’s developmental properties over time. Finally, we acknowledge significant areas for future research and potential practical implications.

PurposeThe purpose of this paper is to test the interactive effects of grit (e.g. supervisor and employee) and politics perceptions on relevant work outcomes. Specifically, the authors hypothesized that supervisor and employee grit would each demonstrate neutralizing effects when examined jointly.Design/methodology/approachThree studies (N’s=526, 229, 522) were conducted to test the moderating effect across outcomes, including job satisfaction, turnover intentions, citizenship behavior and work effort. The authors controlled for affectivity and nonlinear main effect terms in Studies 2 and 3 following prior discussion.FindingsFindings across studies demonstrated a unique pattern differentiating between grit sources (i.e. employee vs supervisor) and outcome characteristic (i.e. attitudinal vs behavioral). In sum, both employee and supervisor grit demonstrated neutralizing effects when operating in politically fraught work settings.Research limitations/implicationsDespite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from multiple sources of data as well as a more expansive view of the grit construct.Practical implicationsWork contexts have grown increasingly more political in recent years primarily as a result of social and motivational factors. Hence, the authors recommend that leaders investigate factors that minimize its potentially malignant effects. Although grit is often challenging to cultivate through interventions, selection and quality of work life programs may be useful in preparing workers to manage this pervasive source of stress.Originality/valueDespite its practical appeal, grit’s impact in work settings has been under-studied, leading to apparent gaps in science and leadership development. Creative studies, building off the research, will allow grit to maximize its contributions to both scholarship and employee well-being.

Organizational politics are prevalent and unavoidable (Ferris & Treadway, 2012). However, for organizational politics to impact employee attitudes and behaviors, they must first be perceived and ac...

Drawing on trait activation theory, we examined the processes linking perceived abusive supervision to subordinate self-report job performance and subordinate job satisfaction by focusing on the me...