Transition to self‐directed work teams: implications of transition time and self‐monitoring for managers' use of influence tactics

In the face of heightened competitive pressures, elevated quality expectations, and calls for worker empowerment, more and more organizations have turned to self‐directed work teams (SDWTs). A review of the literature devoted to SDWTs suggests that managers often struggle with the transition to SDWTs because of the required shift in control to SDWT members. To promote the development of work teams, managers must modify their use of influence tactics in direct response to the control shift. In this study, we explore changes in managers' usage of influence tactics during the transition to SDWTs within a large aluminum manufacturing plant. Analyses of longitudinal data show that despite the new team environment, managers' use of influence tactics was focused at the individual level. We also found that transition time accounts for variance in managers' choices of influence tactics. Finally, an exploratory analysis suggests that high as opposed to low self‐monitoring managers may be more prone to increase their usage of soft influence tactics and decrease their usage of hard influence tactics over the course of the transition; the influence behavior of low self‐monitoring managers remained unchanged. Implications for future research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes?

In this paper, we review the growing literature on perceived diversity in teams. We aim to clarify the construct of perceived diversity and organize the findings in this emergent line of research. To do so, we develop a framework integrating research emerging on perceived diversity from across several different research fields. We propose that the nature of perceived diversity and its effects can be best understood by identifying the focal point of the diversity perceptions being studied: perceptions of self‐to‐team dissimilarity, of subgroup splits, and of group heterogeneity. Our review concludes that perceived self‐to‐team dissimilarity and perceived subgroup splits mostly have been linked to negative effects for individuals and groups, whereas perceived group heterogeneity has been shown to exert both positive and negative effects on group outcomes. Our review also draws attention to the problem that research on perceived diversity varies not only in definitions and conceptualizations, but also in the methodological approaches towards operationalizing perceived diversity. We conclude by discussing potential areas for future research. Copyright © 2014 John Wiley & Sons, Ltd.     

General and specific measures in organizational behavior research: Considerations,examples, and recommendations for researchers

Deliberation over and relative preference for general or specific (broad or narrow) constructs has long been an important issue in organizational behavior research. In this article, we provide a review of this general issue and some specific recommendations for researchers. We begin by discussing whether the general versus specific issue is an important debate and by discussing other underlying issues (the role of researcher preferences, distinction between reflective and formative indicators, and distinction between constructs and measures of constructs). Building on Chen's (this issue) analysis of core self‐evaluations, we first discuss how the general–specific debate has progressed in core self‐evaluations research. We then discuss three other important areas in which this debate has played out: intelligence, five‐factor model of personality, and job attitudes. Finally, we offer a framework to help guide decisions about whether to utilize general measures, specific measures, or both and conclude by providing recommendations for the use of general and specific measures in organizational behavior research. Copyright © 2011 John Wiley & Sons, Ltd.     

Getting to the core of core self‐evaluation: a review and recommendations

The theory of core self‐evaluation (CSE) has provided organizational scholars with a framework for describing disposition‐based effects on work attitudes and behaviors. Although the CSE construct has been useful for predicting various phenomena, there are potential weaknesses concerning how it is conceptualized and used. We review limitations regarding CSE theory, its measurement, and specific traits, and provide recommendations for addressing them. Key recommendations include strengthening the theory underlying CSE, specifying CSE as an aggregate construct with causal indicators, representing CSE as a multidimensional construct rather than a scale score, and incorporating a trait that reflects approach motivation. Theoretical and empirical evidence that relate to our recommendations are presented. Copyright © 2007 John Wiley & Sons, Ltd.     

Supervisors' emotional exhaustion and abusive supervision: The moderating roles of perceived subordinate performance and supervisor self‐monitoring

Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3‐way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self‐monitoring were jointly associated with subordinates' abusive supervision perceptions. A supplementary scenario experiment further corroborated this pattern. Together, the present studies illustrate a contingency model of abusive supervision's origins, highlighting emotional exhaustion as an important risk factor that is particularly likely to trigger abusive behavior among supervisors with lower (rather than higher) self‐monitoring who are faced with a relatively underperforming subordinate. As such, this research advances the abusive supervision literature by offering new insights into the complex resource conservation processes that may give rise to subordinates' abuse perceptions.     

“I feel your pain”: A critical review of organizational research on empathy

Empathy, a multidimensional construct comprised of cognitive, affective, and behavioral dimensions, has been advanced as a critical predictor of prosocial behavior and effectiveness in the workplace. However, despite organizational interest in empathy, there is a lack of consensus on what empathy is, how empathy should be measured, and how empathy research can meaningfully contribute to our understanding of organizational behavior. This paper aims to provide a roadmap for researchers and practitioners interested in empathy in the workplace. We first provide an updated overview of the state of the broader multidisciplinary literature on empathy. On the basis of this literature, we outline the three dimensions of empathy, discuss the distinctions between state/trait and observer/judged empathy, and compare empathy with related constructs. This integrated multidimensional conceptualization provides the basis for our critical review and recommendations. We review the organizational research on empathy (1983–2018), identifying critical issues with how empathy has been conceptualized, measured, and designed, and offer practical recommendations for the advancement of organizational research on empathy. We conclude by highlighting two fundamental questions: (a) is empathy associated with important outcomes of interest to organizations and employees, and (b) can empathy be changed, and if so, how?     

The role of self‐regulation in the relationship between abusive supervision and job tension

Trait and state self‐regulation both have critical influences on workplace behavior, but their influences are thought to operate quite differently. We draw from social exchange and ego depletion theories to investigate the relationship between trait and state self‐regulation, as well as how they differentially affect the relationship between subordinates' perceptions of abusive supervision and job tension. Specifically, we examine (a) how the interaction between abusive supervision and trait self‐regulation affects job tension and (b) how state self‐regulation mediates the relationship between abusive supervision and job tension. Using 3 studies that include an experiment (n = 81) and 2 field studies with cross‐sectional (n = 157) and time‐separated (n = 109) data, we demonstrate that the interaction between abusive supervision and trait self‐regulation increases experienced job tension for subordinates who report higher levels of abusive supervision and trait self‐regulation than others. Also, we provide evidence that abusive supervision is indirectly associated with job tension through state self‐regulation. This study's findings have important implications for abusive supervision and self‐regulation research, as well as social exchange and ego depletion theories, because we extend our understanding of how trait and state self‐regulation affect cognitive responses associated with abusive supervision.     

Empirical examination of the individual‐level personality‐based theory of self‐management failure

The individual‐level personality‐based theory of self‐management failure posits that personality predisposes individuals to self‐defeating behavior that, in turn, leads to self‐management failure (Renn, Allen, Fedor, & Davis, 2005). To provide a partial test of the theory, a model is hypothesized that operationalized personality with neuroticism and conscientiousness of the Big Five personality dimensions; self‐defeating behavior with inability to delay gratification, procrastination, and emotional self‐absorption; and self‐management with personal goal setting, monitoring, and operating. The model was tested using data collected from 286 working employees and structural equations analysis. Results supported nine of 11 theory‐derived hypotheses. As hypothesized, high neuroticism was associated with improper personal goal setting, monitoring, and operating; and emotional self‐absorption and procrastination accounted for the relationship between high neuroticism and ineffective self‐management. In addition, low conscientiousness was associated with inferior self‐management practices, and inability to delay gratification and procrastination partially explained the relationship between low conscientiousness and poor self‐management. The findings provide new insight into how high neuroticism and low conscientiousness may contribute to self‐management failure. Theoretical and practical implications of the study are discussed. Copyright © 2009 John Wiley & Sons, Ltd.     

Can self‐sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion

The extant literature on the relationship between self‐sacrificial leadership and subordinate behavioral outcomes has primarily focused on the influence of this leadership on subordinate affiliative behaviors. Our research proposed a theoretical model explaining why and when self‐sacrificial leadership might promote taking charge, an exemplar of challenging behaviors. We tested this model across two studies conducted in China. In addition, we also examined the differences in the boundary conditions for self‐sacrificial leadership to influence taking charge and affiliative behaviors (cooperation in Study 1 and helping in Study 2 ). Our results revealed that (i) self‐sacrificial leadership was positively related to subordinate taking charge, with organizational identification acting as a mediator for this relationship, and (ii) risk aversion moderated both the self‐sacrificial leadership–subordinate taking charge relationship and the mediating effect of organizational identification, such that the relationship and its mediating mechanism were weaker for subordinates high rather than low in risk aversion. These moderating effects, however, could not generalize to cooperation and helping. Finally, the theoretical and practical implications of our results and directions for future research were discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Rewards and employee creative performance: Moderating effects of creative self‐efficacy,reward importance,and locus of control

The effects of extrinsic rewards on creative performance have been controversial, and scholars have called for the examination of the boundary conditions of such effects. Drawing upon expectancy theory, we attend to both reinforcement and self‐determination pathways that reveal the informational and controlling functions of creativity‐related extrinsic rewards. We further identify the individual dispositions that moderate these two pathways. Specifically, we propose that extrinsic rewards for creativity positively predict creative performance only when employees have high creative self‐efficacy and regard such rewards as important. We likewise propose that extrinsic rewards positively affect the intrinsic motivation of employees with an internal locus of control, thus enhancing their creative performance. Results based on a sample of 181 employee–supervisor dyads largely supported these expectations. The current analysis enriches the creativity literature by combining different perspectives in a coherent framework, by demonstrating the positive effects of extrinsic rewards on intrinsic motivation, and by demonstrating that the rewards–creativity relationship varies across employees depending on their individual differences. Copyright © 2014 John Wiley & Sons, Ltd.     

The many benefits of employee well‐being in organizational research

We undertake three objectives in this Incubator. We begin with a discussion of how well‐being has been considered in organizational research. Second, we provide an overview of the relationship between employee well‐being and such workplace outcomes as job performance, employee retention, and cardiovascular health. Third, we introduce exciting research directions. Copyright © 2012 John Wiley & Sons, Ltd.     

Masters of the long haul: Pursuing long‐term work goals

We investigate work motivation in the unstudied domain of individuals who pursue very long‐term goals. We highlight the fact that the preponderance of research findings on the psychology of work motivation is based on short‐term studies and discuss the potential relevance to long‐term motivation of literatures including long‐term thinking and time horizons, long‐term goals and goal pursuit, and self‐regulation. We adopt the qualitative research strategy of theory elaboration, with a specific intention of elaborating goal‐setting theory. Analysis of interview data from a unique sample of scientists and others pursuing goals spanning decades or more yielded a structure of psychological factors that can enhance, support, and sustain motivation for the long term. Reconciling our findings with existing goal theories, we develop an integrative model of motivating factors and self‐regulation processes underlying long‐term goal pursuit. We discuss the implications, including an expanded focus for our field on motivating people for the long run. Copyright © 2012 John Wiley & Sons, Ltd.     

Emotional labor threatens decent work: A proposal to eradicate emotional display rules

Emotional labor—the management of emotional displays as part of one's work role—has emerged as a growth area of study within organizational behavior and customer service research. In this article, we call attention to the human costs of “service with a smile” requirements with little benefits. We first review the evidence showing that requiring positive emotions from employees induces dissonance and depleted resources, which hinders task performance and threatens well‐being. We articulate how formalized emotion display requirements limit self‐determination by threatening the autonomy, competence, and belongingness needs of employees. Further, via an organizational justice lens, we argue that emotional labor is an unfair labor practice because employees in such circumstances are (1) undervalued by the organization (constituting distributive injustice); (2) disrespected by customers (constituting interactional injustice); and (3) self‐undermined by organizational policies (constituting procedural injustice). We then argue for bringing light to the dark side of emotional labor with a “modest proposal”: Organizations and customers should abandon formalized emotion display expectations and replace such efforts with more humanistic practices that support and value employees, engendering positive climates and an authentically positive workforce. Copyright © 2015 John Wiley & Sons, Ltd.     

The two faces of high self‐monitors: Chameleonic moderating effects of self‐monitoring on the relationships between personality traits and counterproductive work behaviors

This study examines whether and how self‐monitoring moderates the relationships between two personality traits (agreeableness and conscientiousness) and counterproductive work behavior directed toward the organization (CWB‐O) and toward other employees (CWB‐I). High self‐monitors strive to attain personal goals related to status and prestige enhancement by adjusting their behavior to what the situation requires or allows for. We propose that the status enhancement motive can take on two different yet related forms—impression management (interpersonal potency) and opportunism (win‐at‐all‐costs)—depending on relevant situational cues. We hypothesize that in public, interpersonal settings where their behavior is visible to others, high self‐monitors' desire to enhance their status by looking good to others suppresses the natural expression of low agreeableness via increased engagement in CWB‐I. Conversely, we hypothesize that in private, non‐interpersonal settings where their behavior is rarely visible to others, high self‐monitors' desire to enhance their status by doing whatever it takes to get what they want intensifies the natural expression of low conscientiousness via increased engagement in CWB‐O. On the basis of two independent samples of participants, results of moderated multiple regression analyses provided support for the hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.     

Bridge building within the province of proactivity

The research questions posed in this study highlight the importance of valuing proactivity in both prompting an individual to engage in proactive behavior and encouraging the expression of that behavior. We integrate a variety of constructs from the proactivity literature to gain a deeper understanding of proactive behavior as it relates to proactive motivation and supervisory performance evaluations. First, we draw upon self‐determination theory, expectancy–value theory, and the recent integration of the proactive motivation literature to hypothesize that proactive behavior is predicted by the interaction of “can do” and “reason to” proactive motivational states. Second, on the basis of performance theory, we hypothesize that the relationship between proactive behavior and performance depends upon the extent to which the supervisor values proactivity. Specifically, we argue that supervisors with proactive personalities are more likely to value and reward subordinate proactive behavior than passive supervisors. Results provide support for both of our hypotheses. Interestingly, results show that proactive behavior did not result in negative consequences but rather that there was a cost (i.e., lower performance rating) for not taking charge for employees with proactive supervisors. Copyright © 2012 John Wiley & Sons, Ltd.     

Does daily proactivity affect well‐being? The moderating role of punitive supervision

Proactive behavior (self‐initiated and future‐oriented actions to bring about change) has largely positive consequences for organizationally oriented outcomes such as job performance. Yet the outcomes of proactivity from a well‐being perspective have not been clearly considered. Drawing on self‐determination theory and the stressor‐detachment model, we propose two distinct paths by which proactivity affects individuals' daily well‐being. The first path is an energy‐generating pathway in which daily proactive behavior enhances end‐of‐work‐day vitality via perceived competence. The second is a strain pathway in which daily proactive behavior generates anxiety at work, which undermines the process of detachment from work. We argue that these pathways are shaped by the extent to which supervisors are prone to blaming employees for their mistakes (punitive supervision). We tested this model using a sample of 94 employees who completed surveys three times a day for between 5 and 7 days. Our multilevel analyses provide support for the proposed dual‐pathway model and suggest differential well‐being outcomes of daily proactive work behavior. Overall, when an individual behaves proactively at work, they are more likely to experience higher levels of daily perceived competence and vitality. However, these positive effects can exist in parallel with daily negative effects on end‐of‐workday anxiety, and hence bedtime detachment, but only when the supervisor is perceived to be punitive about mistakes.     

Introduction: The dark and light sides of organizational citizenship behavior

This is an introduction to a point/counterpoint exchange in Journal of Organizational Behavior on the negative versus positive sides of organizational citizenship behavior (OCB). Such behaviors go beyond the core tasks that individuals do on the job and are generally considered positive contributions that support organizations. Bolino, Klotz, Turnley, and Harvey cover the dark (negative) side of OCB, arguing that it can be performed for self‐serving motives and that it can have detrimental effects. They discuss the costs of performing OCB to the individuals who perform it, and potential negative consequences for organizations. Conversely, Spitzmuller and Van Dyne cover the light (positive) side, focusing on OCB as forms of either proactive or reactive helping behavior. Proactive helping is motivated by internal needs with the individual seeking out opportunities to engage in OCB. Reactive helping is an altruistic response to a perceived need by a colleague or the organization itself. Taken together, these two papers provide a comprehensive overview of the complex effects of OCB on actors who perform it and targets who receive it. Copyright © 2012 John Wiley & Sons, Ltd.     

The indirect relations of workplace incivility with emotional exhaustion and supportive behaviors via self‐blame: The moderating roles of observed incivility and trait emotional control

Drawing from the social cognitive theory of self‐regulation, we develop a model linking experienced incivility to emotional exhaustion and supportive behaviors via self‐blame, with observed incivility experienced by coworkers as a first‐stage moderator and trait emotional control as a second‐stage moderator. We contend that employees will experience self‐blame if they perceive themselves to be distinct targets of incivility (i.e., observed incivility experienced by others is low). Self‐blame can potentially trigger prosocial responses for improving the situation, but self‐blaming targets rarely respond in a prosocial manner because rational attempts to do so are thwarted by deleterious negative emotions accompanying self‐blame. We argue that trait emotional control provides resources for managing these negative emotions to unleash a bright side of self‐blame, such that the relation of self‐blame with prosocial responses (i.e., being supportive to coworkers) will be more positive and the relation of self‐blame with emotional exhaustion will be less positive for individuals with high (vs. low) trait emotional control. Multiwave data collected from a sample of 220 police officers largely support our hypotheses, indicating that the indirect relation of experienced incivility with supportive behaviors via self‐blame is strongest at lower levels of observed incivility and higher levels of emotional control.     

The moral self: A review and integration of the literature

The role of the self in moral functioning has gained considerable theoretical and empirical attention over the last 25 years. A general consensus has emerged that the self plays a vital role in individuals' moral agency. This surge of research produced a proliferation of constructs related to the moral self, each grounded in diverse theoretical perspectives. Although this work has advanced our understanding of moral thought and behavior, there has also been a lack of clarity as to the nature and functioning of the moral self. We review and synthesize empirical research related to the moral self and provide an integrative framework to increase conceptual coherence among the various relevant constructs. We then discuss emerging opportunities and future directions for research on the moral self as well as implications for behavioral ethics in organizational contexts. Copyright © 2014 John Wiley & Sons, Ltd.     

Self‐leadership in the context of part‐time teleworking

Employees who work periodically in both a traditional office and home office (part‐time teleworkers) face opportunities and risks related to both working locations. As self‐leadership might play a crucial role in this context, we examined within‐person variations in self‐leadership (self‐reward, self‐punishment, self‐cueing, self‐goal setting, imagining successful performance, and evaluation of beliefs and assumptions) on home days and office days. In a typical workweek, 195 part‐time teleworkers filled out daily surveys (729 days), and we examined the relationship between working location (office and home) and self‐leading behavior as well as the mediating role of autonomy. Finally, we investigated whether self‐leading behavior relates to ego depletion and work satisfaction at the end of the working day. Multilevel analyses revealed that part‐time teleworkers reported higher use of self‐reward, self‐goal setting, and visualization of successful performance on home days than on office days. The association between working location and self‐reward, self‐goal setting, visualization of successful performance, and evaluation of beliefs and assumptions was mediated by autonomy. There were no indirect effects of working location on ego depletion through self‐leadership. However, we found that on home days, part‐time teleworkers were more satisfied with their job at the end of the workday through self‐goal setting.