Should we be “challenging” employees?: A critical review and meta‐analysis of the challenge‐hindrance model of stress

The challenge‐hindrance model of stress proposes that stressors can be divided into two distinct groups: those that challenge employees and those that hinder employees. This critical review seeks to explain the history of the model and its basic tenets, while succinctly summarizing the findings of existing studies based on the model. A thorough search of the stress literature uncovered 32 studies that specifically examined the relationship between challenge and hindrance stressors and important personal/organizational variables. Results were reviewed and analyzed, specifically by describing past meta‐analyses on the model, looking at the overall pattern of results from primary studies, and meta‐analyzing the relationships presented in those papers. This synthesis suggests that although there are some differential relationships of challenge and hindrance stressors with organizational variables (e.g., performance and engagement), the relationships to other key variables, such as counterproductive work behaviors, psychological strains, and physical health, are consistently negative for both challenge and hindrance stressors. Thus, we propose that stress research move away from the current challenge‐hindrance model in favor of other established models and/or a more appraisal‐based approach.     

How to dissolve fixed‐pie bias in negotiation? Social antecedents and the mediating effect of mental‐model adjustment

Fixed‐pie bias, defined as the erroneous belief that the other negotiation party's interest is directly opposite to one's own, has been a consistent hurdle that negotiators must overcome in their efforts to achieve optimal negotiation outcomes. In this study, we explore the underlying cognitive mechanism and the social antecedents of fixed‐pie bias reduction in negotiation. Using data from a negotiation simulation with 256 participants, we found that mental‐model adjustments made by negotiators could effectively decrease fixed‐pie bias. More interestingly, we also found that negotiators were less likely to reduce fixed‐pie bias when negotiating with an in‐group member than with an out‐group member but only under a high accountability condition. Finally, we found that mental‐model adjustment mediated the effects of the aforementioned social antecedents (in‐groupness and accountability) on reduced fixed‐pie bias. We discuss the theoretical and practical implications of these findings. Copyright © 2015 John Wiley & Sons, Ltd.     

Are two cynics better than one? Toward understanding effects of leader–follower (in‐)congruence in social cynicism

Prior research suggests that leaders' social cynicism can undermine important follower outcomes such as followers' motivation and performance. However, these studies have exclusively focused on leaders' social cynicism and neglected that followers' views on the social world might also influence the leadership process. On the basis of theories of social beliefs and person–supervisor fit, we offer an integrative perspective and predict that it is the congruence between leaders' and followers' social cynicism that shapes leadership dynamics. Data from 116 leader–follower dyads from a broad range of organizations and industries support our model: Polynomial regression and response surface analyses show significant congruence effects of leaders' and followers' social cynicism on followers' extra‐role behaviors and followers' proactive work behaviors. These positive effects of congruence on follower outcomes are transmitted by leader–member exchange quality. Finally, congruence effects are stronger when leaders' and followers' social cynicism is low rather than high. Overall, our study suggests that it is the correspondence between leaders' and followers' social cynicism that influences followers' leader–member exchange, extra‐role, and proactive behavior. We discuss the theoretical and practical implications of these findings for designing functional leader–follower dyads in organizations.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links

Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transformational leadership and employee outcomes (job satisfaction, self‐efficacy, and commitment to the leader). We tested this model in two studies involving employees from a broad spectrum of organizations in Germany (N = 410) and in Switzerland (N = 442). Results revealed largely consistent patterns across both studies. The need for competence fulfillment solely mediated the link between transformational leadership and occupational self‐efficacy; the need for relatedness fulfillment solely mediated the link between transformational leadership and commitment to the leader. The mediating pattern for the link between transformational leadership and job satisfaction varied slightly across studies. In Study 1, only the need for autonomy fulfillment was a significant mediator, whereas in Study 2, all three needs mediated this relationship. Taken together, our study integrates theorizing on transformational leadership and self‐determination by corroborating that need fulfillment indeed is a central mechanism behind transformational leadership. Copyright © 2012 John Wiley & Sons, Ltd.     

Are there higher pedestrian fatalities in larger cities?: A scaling analysis of 115 to 161 largest cities in the United States

Objective: In 2012, 4,743 pedestrians were killed in the United States, representing 14% of total traffic fatalities. The number of pedestrians injured was higher at 76,000. Therefore, 36 out of 52 of the largest cities in the United States have adopted a citywide target of reducing pedestrian fatalities. The number of cities adopting the reduction goal during 2011 and 2012 increased rapidly with 8 more cities. We examined the scaling relationship of pedestrian fatality counts as a function of the population size of 115 to 161 large U.S. cities during the period of 1994 to 2011. We also examined the scaling relationship of nonpedestrian and total traffic fatality counts as a function of the population size.

Methods: For the data source of fatality measures we used Traffic Safety Facts Fatality Analysis Reporting System/General Estimates System annual reports published each year from 1994 to 2011 by the NHTSA. Using the data source we conducted both annual cross-sectional and panel data bivariate and multivariate regression models. In the construction of the estimated functional relationship between traffic fatality measures and various factors, we used the simple power function for urban scaling used by Bettencourt et al. (2007 Bettencourt LMA, Lobo J, Helbing D, Kühnert C, West GB. Growth, innovation, scaling and the pace of life in cities. Proc Natl Acad Sci USA. 2007;104:7301–7306.[Crossref], [PubMed], [Web of Science ®] , [Google Scholar], 2010 Bettencourt LMA, Lobo J, Strumsky D, West GB. Urban scaling and its deviations: revealing the structure of wealth, innovation and crime across cities. PLoS ONE. 2010;5:e13541.[Crossref], [PubMed], [Web of Science ®] , [Google Scholar]) and the refined STIRPAT (stochastic impacts by regression on population, affluence, and technology) model used in Dietz and Rosa (1994 Dietz T, Rosa EA. Rethinking the environmental impacts of population, affluence and technology. Human Ecology Review. 1994;1:277–300. [Google Scholar], 1997 Dietz T, Rosa EA. Effects of population and affluence on CO₂ emissions. Proc Natl Acad Sci USA. 1997;94:175–179.[Crossref], [PubMed], [Web of Science ®] , [Google Scholar]) and York et al. (2003 York R, Rosa EA, Dietz T. STIRPAT, IPAT and IMPACT: analytic tools for unpacking the driving forces of environmental impacts. Ecol Econ. 2003;46:351–365.[Crossref], [Web of Science ®] , [Google Scholar]).

Results: We found that the scaling relationship display diseconomies of scale or sublinear for pedestrian fatalities. However, the relationship displays a superlinear relationship in case of nonpedestrian fatalities. The scaling relationship for total traffic fatality counts display a nearly linear pattern. When the relationship was examined by the 4 subgroups of cities with different population sizes, the most pronounced sublinear scaling relationships for all 3 types of fatality counts was discovered for the subgroup of megacities with a population of more than 1 million.

Conclusions: The scaling patterns of traffic fatalities of subgroups of cities depend on population sizes of the cities in subgroups. In particular, 9 megacities with populations of more than 1 million are significantly different from the remaining cities and should be viewed as a totally separate group. Thus, analysis of the patterns of traffic fatalities needs to be conducted within the group of megacities separately from the other cities with smaller population sizes for devising prevention policies to reduce traffic fatalities in both megacities and smaller cities.