A social identity perspective on leadership and employee creativity

This research uses a social identity analysis to predict employee creativity. We hypothesized that team identification leads to greater employee creative performance, mediated by the individual's creative effort. We hypothesized that leader inspirational motivation as well as leader team prototypicality would moderate the relationship between identification and creative effort. Consistent with these predictions, data based on 115 matched pairs of employee‐leader ratings in a research and development context showed an indirect relationship between team identification and creative performance mediated by creative effort. The analyses also confirmed the expected moderated relationships. Leader inspirational motivation enhanced the positive association between identification and creative effort, especially when leader prototypicality was high. We discuss the value of social identity analyses of employee creativity and of the integration of social identity and transformational leadership analyses. Copyright © 2009 John Wiley & Sons, Ltd.     

Changing careers: the effects of social context

This paper investigates the social context in which career decisions are made. Results show that beyond individual‐level factors such as demographics and work history, individuals' decisions to change careers are socially embedded. Findings suggest that the greater the diversity of an individual's network of advisors, the greater the likelihood that an individual will change careers. In addition, this paper explores the mechanisms through which different subsets of advice relationships — instrumental versus psychosocial — affect the decision to change careers. Results show that the greater the diversity of an individual's set of instrumental relations, the greater the number of offers he or she receives during the job search process and, further, that the number of offers received is positively related to the likelihood of changing careers. The diversity of an individual's set of psychosocial relations was related to his or her confidence to overcome career obstacles. However, confidence was not, in turn, related to career change, counter to expectations. Copyright © 2001 John Wiley & Sons, Ltd.     

Personality and social networks in organizations: A review and future directions

Recent research linking individuals' personality characteristics to their social networks has brought a new understanding of how individual patterns of behavior affect networks in organizations. This review summarizes the major advancements in the three areas of social network research relevant to organizational behavior: (a) brokerage and structural holes; (b) network centrality and network size; and (c) strength of ties. This review also provides an agenda outlining three key opportunities for future research. These opportunities involve personality and social network change, bidirectional and dyadic processes, and the potential effect of network position on personality expression. Copyright © 2015 John Wiley & Sons, Ltd.     

With a little help from my colleagues: A social embeddedness approach to perceived organizational support

We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees (n = 72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top‐down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace. Copyright © 2011 John Wiley & Sons, Ltd.     

The social construction of fairness: social influence and sense making in organizations

This paper explores how the social relationships employees have with peers and managers are associated with perceptions of organizational justice. These relationships are theoretically modelled as the conduits for social comparison, social cues, and social identification, which are sources of sense making about fairness ‘in the eyes of the beholder.’ It is argued that perceptions of procedural and interactional justice are affected by this type of social information processing because: (1) uncertainty exists about organizational procedures; (2) norms of interpersonal treatment vary between organizational cultures; and (3) interpersonal relationships symbolize membership in the organization. A structural equations model of data from workers in a telecommunications company showed that an employee's perceptions of both procedural and interactional fairness were significantly associated with the interactional fairness perceptions of a peer. In addition, employees' social capital, conceived as the number of relationships with managers, was positively associated with perceptions of interactional fairness. In the structural model, both procedural and interactional justice were themselves significant predictors of satisfaction with managerial maintenance of the employment relationship. The discussion highlights the key role which the fairness of interpersonal treatment appears to play in the formation of justice judgements. Copyright © 2001 John Wiley & Sons, Ltd.     

A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: Testing a moderated–mediated model

Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further explored the mediating role of psychological contract breach in the relationship between leadership, procedural justice climate, and organizational identification and proposed separateness–connectedness self‐schema as an important moderator of the above mediated relationship. Hierarchical linear modeling results from a sample of 864 employees from 162 work units in 10 Greek organizations indicated that employees' perception of psychological contract breach negatively affected their organizational identification. I also found psychological contract breach to mediate the impact of transformational and transactional leadership on organizational identification. Results further provided support for moderated mediation and showed that the indirect effects of transformational and transactional leadership on identification through psychological contract breach were stronger for employees with a low connectedness self‐schema. Copyright © 2012 John Wiley & Sons, Ltd.     

Alumni and their alma mater: A partial test of the reformulated model of organizational identification

Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.     

“If you treat me right,I reciprocate”: examining the role of exchange in organizational survey response

Survey nonresponse can pose a major threat to the generalizability of organizational survey findings. This paper examines whether organizational members' evaluations of their organizational experiences affect survey response to organizationally sponsored surveys. In particular, we hypothesized that perceived organizational support, social exchange, procedural justice and an individual's inclination to feel exploited in social relationships predicted organizational members' compliance with organizations' requests for survey completion. A longitudinal field experiment conducted in collaboration with the Office of Institutional Research at a large university (sample: n = 622 university students) supported the hypotheses. Organizational members who consciously decided to not participate in organizational surveys perceived their organization as less procedurally just and less supportive. They also reported negative perceptions of their social exchange relationship with their organization, and were more inclined to feel exploited in relationships. Hence, an exchange‐oriented theoretical framework grounded in organizational citizenship behavior theory seems appropriate for the study of survey nonresponse. Implications for survey practice include that survey‐based findings are unlikely to generalize to specific groups of nonrespondents, and that techniques commonly used to increase response rates may not be effective in reaching these groups of nonrespondents. Copyright © 2006 John Wiley & Sons, Ltd.     

Long work hours: a social identity perspective on meta‐analysis data

The current study utilizes social identity theory to investigate employees' work hours. Specifically, we use meta‐analysis to examine the relationships between hours worked and indicators of organizational identity (e.g., organizational support and tenure), occupational identity (e.g., human capital investments and work centrality), and family identity (e.g., family responsibilities and family satisfaction). The meta‐analysis also allowed us to explore other important correlates of hours worked (e.g., situational demands, job performance, mental health, and physical health), moderating variables (e.g., age, gender, and job complexity), and curvilinear relationships of work hours to social identity indicators. Overall, we found that occupational factors and situational demands had the strongest relationships with hours worked, hours worked were negatively associated with measures of employee well‐being, gender had several significant moderating effects, and there were curvilinear relationships between hours worked and well‐being and work–family conflict variables. The article concludes with directions for future theoretical and empirical research. Copyright © 2008 John Wiley & Sons, Ltd.     

Employee judgments of and behaviors toward corporate social responsibility: A multi‐study investigation of direct,cascading, and moderating effects

Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that employees' CSR judgments trigger their affective commitment and performance on extra‐role CSR‐specific behaviors; however, extra‐role CSR‐specific performance is unrelated to in‐role job performance. Study 2 replicates Study 1's findings while, in addition, applies a social information processing approach and offers novel insights by demonstrating the cascading effects of managers' CSR judgments on employee CSR judgments. Investments made in CSR programs in order to improve employee judgments and behaviors may be unsuccessful if employees' CSR judgments are based on social information that remains unchanged. In addition to replicating the findings from studies 1 and 2, study 3 draws from middle management involvement and leadership theories to show that leadership styles and managers' involvement in implementing deliberate strategy can strengthen or weaken these cascading effects. This highlights the important role of middle managers as “linking pins” in the CSR strategy implementation process. Copyright © 2014 John Wiley & Sons, Ltd.     

The impact of relative tenure on newcomer socialization dynamics

Although many researchers have examined the impact of organizational tenure on newcomer socialization dynamics, few have explored whether relative tenure influences perceptions and behaviors inside organizations. This study introduces the concept of relative tenure and shows through a sociometric survey of 200 employees across four organizations that an individual's relative position in his or her firm's tenure distribution explains a significantly greater percentage of variance in newcomer status, social network position, and information‐providing behavior than does absolute measures of tenure. The results suggest that organizational growth and turnover may have a bigger impact on newcomer socialization dynamics than has been discussed in the literature. The implications of the findings for socialization researchers and managers are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

Shared aggression concerns and organizational outcomes: The moderating role of resource constraints

Most research on workplace aggression focuses on the antecedents and consequences of aggression for individual workers. The current study examines how shared workplace aggression concerns relate to internal and external organizational outcomes. Drawing on the work stress, social identity, and social contagion literatures, we propose relationships between unit‐level aggression concerns and unit‐level measures of performance and employee attitudes in a public school sample (2989 employees; 163 schools). We also propose that these relationships differ depending on the resource context of the school. Consistent with our expectations, schools in which teachers had strong shared concerns about aggression also had poorer shared job attitudes and poorer student outcomes, as indicated by average standardized test scores at the school. The impact of shared concerns about aggression on school‐level standardized test scores was stronger for resource‐rich schools than for schools with fewer resources. The current study contributes to organizational research as it establishes that workplace aggression concerns have adverse consequences for the whole organization, not only for the individuals experiencing the events. Our findings demonstrate that employees' shared concerns about aggression have an impact on organizational outcomes and suggest a prevention‐focused approach to workplace aggression. Copyright © 2012 John Wiley & Sons, Ltd.     

The effects of managerial and employee attributions for corporate social responsibility initiatives

Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factors such as leadership processes in shaping these attributions. Drawing from attribution and social learning theories, we develop a multilevel social influence theory of how CSR affects employees. We integrate managers as second observers in the baseline actor (i.e., firm)—observer (i.e., employee) dyad, whereas most attribution theory research has focused on single actor–observer dyads. Multisource field data collected from 427 employees and 45 managers were analyzed using hierarchical linear modeling. Managers' genuine (self‐serving) CSR attributions are positively related to employees' genuine (self‐serving) CSR attributions; and the strength of the relationship between managers' and employees' genuine CSR attributions depends on managers' organizational tenure. Employees' genuine CSR attributions also are positively related to employee advocacy, whereas—interestingly—employees' self‐serving CSR attributions do not appear to harm employee advocacy. Copyright © 2017 John Wiley & Sons, Ltd.     

The role of other orientation in reactions to social and economic leader–member exchange relationships

In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.     

Does job insecurity threaten who you are? Introducing a social identity perspective to explain well‐being and performance consequences of job insecurity

This paper introduces a social identity perspective to job insecurity research. Worrying about becoming jobless, we argue, is detrimental because it implies an anticipated membership of a negatively evaluated group—the group of unemployed people. Job insecurity hence threatens a person's social identity as an employed person. This in turn will affect well‐being and job performance. A three‐wave survey study amongst 377 British employees supports this perspective. Persons who felt higher levels of job insecurity were more likely to report a weaker social identity as an employed person. This effect was found to be stable over time and also held against a test of reverse causality. Furthermore, social identity as an employed person influenced well‐being and in‐role job performance and mediated the effect of job insecurity on these two variables over time. Different to the expectations, social identity as an employed person and organisational proactivity were not connected. The findings deliver interesting evidence for the role of social identity as an employed person in the relationships between job insecurity and its consequences. Theoretically, this perspective illustrates the individual and group‐related nature of job insecurity and offers a novel way of connecting work situations with individual well‐being, behaviour and attitudes. Copyright © 2017 John Wiley & Sons, Ltd.     

Stayers versus movers: Social capital and early career imprinting among young professionals

We investigate what interfirm career mobility patterns would emerge if individuals are motivated by the job rewards they obtain as a function of their experience in organizations. We articulate two career strategies that individuals employ to navigate their early careers—commitment to a single employer and “job hopping” between different employers. Each strategy generates social capital (an individual's structure of social relations) but of a different kind. Embeddedness in the same organization over time develops a strong local identity and reputation within the firm. Boundary spanning through experience in different organizations creates opportunities for connecting people and ideas and for knowledge transfer between firms. We posit and present evidence that the choice between these two strategies is conditioned by social experience at the onset of one's career—the length of tenure with the first employer—which sorts individuals into “stayers” and “movers.”     

Human capital diversity in the creation of social capital for team creativity

We highlight the social aspects of team creativity by proposing that team creativity is influenced by two types of team social capital: bridging and bonding social capital. Going beyond the structural perspective, we posit that team‐level human capital diversity is one of the potential antecedents of social capital for team creativity. We suggest that network structures are formed by teammates' interactions, which are largely the result of differences in their individual characteristics. The results of an empirical study using 36 teams of MBA students showed that the interaction of team‐bridging social capital with team‐bonding social capital was positively and significantly related to team creativity. Knowledge variety and knowledge disparity had a joint effect on team‐bridging social capital, and knowledge separation was negatively related to team‐bonding social capital. Moreover, team social capital mediated the effects of knowledge diversity on team creativity. Our study has several important implications for team creativity, social networks, and diversity research. Copyright © 2013 John Wiley & Sons, Ltd.     

The feedback environment: An exploratory study of cue use

This paper examines individuals' theories about cue use in organizations — theories about which of the many cues available in an organization's feedback environment they should use to guide their behavior. It also investigates how these theories vary with increasing organizational experience. The research assesses individual's implicit theories regarding cue use using both open- and closed-ended data collection methods. Results suggest that, regardless of experience, individuals place the most importance on cues from the company and their supervisors. Peer feedback and self-observations were seen as much less important. These results are interesting in light of previous studies showing that the self was the most available, and the organization the least available, source of feedback. With experience, managers appear to learn to emphasize negative over positive feedback, especially from superiors, and to emphasize their peers' actions over their words when a negative message is being conveyed.     

Perceived support in a dual organizational environment: Union participation in a university setting

There is extensive research on employee attitudes regarding employers and unions, but these studies have underemphasized social and affective forces. Most studies also examine attitudes toward either the union or the employer without considering how these attitudes might relate to one another. The present study of faculty (N = 306) at a large public research university demonstrated that perceptions of union support were positively related to union participation and perceptions of administration support were negatively related to union participation. Subjective norms and general union attitudes were related to perceptions of union support, and subjective norms were related to perceived organizational support. Taken together, an individual's participation in a union recognition effort depends not only on union instrumentality, but also upon social relationships with the union and administration. Copyright © 2009 John Wiley & Sons, Ltd.     

Constellations and careers: toward understanding the effects of multiple developmental relationships

This paper examines the effects of individuals' primary and multiple developmental relationships in a longitudinal study of the careers of lawyers. By juxtaposing the effects of the primary developmental relationship with those of individuals' sets or ‘constellations’ of developmental relationships, the present study lends insight into if and when these two perspectives on mentoring yield different results regarding the effects of mentoring on protégé career outcomes. The findings from the present study show that while the quality of one's primary developer affects short‐term career outcomes such as work satisfaction and intentions to remain with one's firm, it is the composition and quality of an individual's entire constellation of developmental relationships that account for long‐run protégé career outcomes such as organizational retention and promotion. Further, results from the present study provide evidence that the constellation perspective explains greater variance with respect to protégé career outcomes than does the primary or more traditional perspective on mentoring. Implications for research on mentoring, developmental relationships, and careers are discussed. Copyright © 2001 John Wiley & Sons, Ltd.