Personality and teamwork behavior in context: The cross‐level moderating role of collective efficacy

This research examines whether the relationship between an individual's personality and their behavior within a team is contingent on the team's overall perception of its capability. Individuals were peer‐rated on the extent to which they displayed interpersonal and performance management teamwork behaviors over the course of an 8 week business simulation. The personality trait of agreeableness predicted interpersonal teamwork behavior, while the personality traits of conscientiousness and core self‐evaluation (CSE) predicted performance management behavior. Multilevel analysis showed that collective efficacy influenced the extent to which an individual engaged in both types of behavior, and was also a cross‐level moderator of the relationship between agreeableness and interpersonal behavior and the relationship between CSE and performance management behavior. At the team level, interpersonal behavior mediated between collective efficacy and team performance. The study's results show that in team settings the personality and individual behavior relationship may depend on group level confidence perceptions. Copyright © 2010 John Wiley & Sons, Ltd.     

No person is an island: The effects of group characteristics on individual trait expression

Although most researchers now espouse a person‐by‐situation interactionist approach, there remains much work to be carried out to fully understand how different features of the environment interact with personality to influence behavior. Thus, this study sought to examine the moderating effects of three group‐level constructs on the relationships between two personality traits (conscientiousness and extraversion) and individual performance and counterproductive behaviors. Specifically, using trait activation theory as an organizing framework, we considered the moderating effects of the following: (i) a previously unexamined construct called core group evaluations (CGEs); (ii) group conscientiousness composition; and (iii) group extraversion composition. Data were obtained from a sample of university football players (N = 225–252 from 40 groups). The results indicated that CGEs moderated the relationships between individual conscientiousness and both performance (subjective) and counterproductive behaviors. Group conscientiousness composition also moderated the relationships between individual conscientiousness and both performance (objective and subjective) and counterproductive behaviors. Lastly, group extraversion composition moderated the relationship between individual extraversion and counterproductive behaviors. These findings highlight the importance of considering a team's CGEs, as well as the personality composition of team members when investigating the effects of conscientiousness and extraversion on individual performance and counterproductive behaviors. Copyright © 2011 John Wiley & Sons, Ltd.     

A pleasure working together? The effects of dissimilarity in team member conscientiousness on team temporal processes and individual satisfaction

In this study of 43 student project teams, we tested a multi‐level mediation model of the relationship between dissimilarity in conscientiousness, team temporal processes, and team member satisfaction. We distinguished between individual‐level dissimilarity in conscientiousness (i.e., the distance between an individual member and his or her team mates), and team‐level dissimilarity in conscientiousness (i.e., the overall dissimilarity within the team). Individual‐level dissimilarity in conscientiousness had a direct negative effect on team members' satisfaction with the team, but did not affect their satisfaction with the team's performance. Team‐level dissimilarity in conscientiousness indirectly affected both types of satisfaction negatively as it impeded early agreement about the temporal aspects of task execution, which, in turn, hindered coordinated action in later stages of team task execution. Copyright © 2008 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.     

Examining the interpersonal process and consequence of leader–member exchange comparison: The role of procedural justice climate

Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studies—an experimental study focusing on the self‐perceived upward LMX comparison (i.e., an individual perceives that a coworker's LMX is higher than the LMX that he or she has with the supervisor; N = 203; Study 1: American working adults) and a field survey study focusing on the other‐perceived downward LMX comparison (i.e., a coworker perceives that his or her own LMX is higher than the LMX that the individual has with the supervisor; N = 177; Study 2: Chinese software engineers). Results from these studies consistently revealed that a coworker's higher LMX elicits an individual's hostile emotions when the PJ climate is low but that this relationship is buffered when the PJ climate is high. Results of both studies also showed that the coworker's higher LMX arouses the individual to direct harmful behavior toward that coworker (via the individual's feelings of hostility) when the PJ climate is low but not when it is high.     

The interactive relationship of competitive climate and trait competitiveness with workplace attitudes,stress, and performance

There has been a considerable debate about the individual and organizational benefits of competition. Adopting a person–environment fit perspective, this research examined the influence of competition as an interaction between trait competitiveness and competitive climate. Using a sample of information technology workers, competitive climate was considered as both an individual level variable and a workgroup variable. Results show that the effect of competitive climate depended on trait competitiveness and the level at which climate was assessed for four of the outcomes assessed: job satisfaction, organizational commitment, job dedication, and supervisor‐rated task performance. In general, the effect of competitive climate was more negative for individuals lower in trait competitiveness. Competitive psychological climate was associated with greater stress regardless of the level of trait competitiveness but was not directly related to self‐rated task performance. Findings suggest that managers should be cautious in encouraging competitive climate. Copyright © 2007 John Wiley & Sons, Ltd.     

Exploring the activation dimension of affect in organizations: A focus on trait‐level activation,climate‐level activation,and work‐related outcomes

This study explores the activation dimension of affect in organizations by focusing on both individual employees and their work climate. Drawing on affect research and demands‐abilities fit perspective, I have developed a model predicting that climate‐level activation would deplete employees' emotional resources and trait‐level action would function as an inner resource helping employees buffer themselves from their work demands. The results of a cross‐level study, conducted in a sample of 257 employees and their supervisors within 40 work units across 11 organizations, supported all but one of the hypotheses. Employees whose trait‐level activation was lower than the activation level of their work climate experienced higher levels of emotional exhaustion and thus were more likely to disengage from their work in forms of increased surface acting with their coworkers and psychological withdrawal, and reduced affective commitment to and intention to remain in their organization. Copyright © 2016 John Wiley & Sons, Ltd.     

Making sense of organizational change: Is hindsight really 20/20?

This qualitative study explores the conceptual links between 2 different approaches to managerial cognition, sensemaking and cognitive bias, in the context of organizational change. A longitudinal case study utilizing both real‐time assessments and retrospective sensemaking data from interviews with 26 hospital employees at 3 points in time was undertaken. Patterns related to individuals' retrospective accounts and real‐time assessments were identified and used to construct 4 prototypical narratives. Data analysis revealed that organizational change was not a markedly negative experience for most informants, which is contrary to the prevailing theme in the literature. This and other findings are discussed in terms of sensemaking and cognitive bias. This study makes 2 contributions to our understanding of how individual's experience and make sense of organizational change over time as (a) little is known about how the process of change unfolds over time at the individual level and (b) extant research has not investigated the extent to which individuals' retrospective sensemaking about organizational change reflects or diverges from their real‐time assessments over the course of the change. More broadly, the study provides insights and focused advice for management researchers regarding the use of retrospective data to understand individuals' perceptions of situations that have already occurred.     

Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review

In this study, meta‐analytic procedures were used to examine the relationships between individual‐level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well‐being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta‐analytic findings indicate that psychological climate, operationalized as individuals' perceptions of their work environment, does have significant relationships with individuals' work attitudes, motivation, and performance. Structural equation modeling analyses of the meta‐analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees' work attitudes. We also found that the James and James ( 1989 ) PC_g model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual‐level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright © 2003 John Wiley & Sons, Ltd.     

Linking workplace incivility to citizenship performance: The combined effects of affective commitment and conscientiousness

Although all human relationships are believed to generally adhere to the basic tenets of social exchange theory, recent research suggests that exchange processes may vary as a function of individual differences. We tested this possibility by examining whether the effects of uncivil workplace exchanges on employee attitudes and behavior were moderated by conscientiousness. Using matched data from 190 job incumbents and their supervisors, we found (i) the effect of workplace incivility on citizenship performance to be transmitted through affective commitment and (ii) the strength of this effect to depend on individual differences in conscientiousness. As such, the overall pattern of relationships supported moderated mediation, in that, the indirect effect of workplace incivility on citizenship performance through affective commitment was stronger for individuals high (as compared with those low) in conscientiousness. These findings broaden the focus of prior research by illustrating that, in addition to the mediating effects of cognitive and stress‐based factors, social exchange processes are important for understanding incivility's adverse effects on citizenship performance and that such exchanges are moderated by individual differences in conscientiousness. Copyright © 2011 John Wiley & Sons, Ltd.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.     

Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order‐driven to relatively more adaptable approaches. Importantly, we posit that the relationship between a leader's conscientiousness and adaptability is conditioned by role authenticity (i.e., the extent to which a leader believes a role permits expressions of her or his “true self”). Hence, we articulate a conditional indirect effects model whereby leader conscientiousness and leader role authenticity jointly predict leader adaptability and, in turn, increasing levels of leader adaptability are positively associated with followers' shared satisfaction with their leader. Data from a sample of fire and rescue crews provide partial support for the model. Post hoc analyses suggest that the conditioning influence of leader role authenticity on leader conscientiousness is more informative when subfacets of conscientiousness are considered.     

Time‐based differences in the effects of positive and negative affectivity on perceived supervisor support and organizational commitment among newcomers

Building on the broaden‐and‐build theory and research on the negativity bias, this study examines how trait affectivity, as a stable predisposition predicting the pattern of emotional responding, shapes newcomers' perceptions of supervisor support and experience of organizational commitment. Using latent growth modeling and data collected at four points in time from newcomers (N = 158), we found the initial level of perceived supervisor support to mediate a negative relationship between negative affectivity and the level of commitment. Moreover, although newcomers experienced a general decrease in perceived supervisor support and a related decrease in commitment, those with high positive affectivity experienced a weaker decrease in perceived supervisor support, which led to a weaker decrease in commitment. Incidentally, positive affectivity was also positively related to the initial level of commitment. Two post hoc studies indicated that positive and negative affectivity exerted their effects controlling for state affect and replicated the relationship between change in perceived support and commitment. We discuss how these findings inform our understanding of trait affectivity's influence on newcomers' work attitudes.     

The proactive component of organizational behavior: A measure and correlates

This study investigated a personal disposition toward proactive behavior, defined as the relatively stable tendency to effect environmental change. We developed an initial scale to assess the construct and administered it to a sample of 282 undergraduates. Factor analysis led to a revised, unidimensional scale with sound psychometric properties. A second sample of 130 undergraduate students was used to determine the relationships between the proactive scale and the ’Big Five‘ personality domains: neuroticism, extraversion, openness, agreeableness, and conscientiousness. In a third sample of 148 MBA students, we assessed the proactive scale's relationships with three personality traits and three criterion measures. Consistent with hypotheses, scores on the proactive scale correlated with need for achievement, need for dominance, and independent measures of the nature of subjects' extracurricular and civic activities, the nature of their major personal achievements, and peer nominations of transformational leaders. We discuss the potential of the proactive construct to enhance our understanding of, and ability to predict, a wide range of behaviors.     

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.”     

Multiple perspectives of congruence: relationships between value congruence and employee attitudes

The relative importance of multiple types of value congruence—person–environment (P‐E), person–person (P‐P), and perceptual fit—across two hierarchical levels (workgroup and manager) and across multiple dimensions of values was investigated in a sample of 951 employees from 113 bank branches. As expected, different types of value congruence and different value dimensions were differentially important for outcomes. Both P‐E fit (between an individual's personal values and the cultural values of the organization) and perceptual fit (between an individual's perception of the organization's values and the organization's values as perceived by others) were found to be related to satisfaction, commitment, and turnover intentions, while P‐P fit (between an individual's personal values and the personal values of others) was not. Further, P‐E congruence results were generally stronger for fit with the workgroup than fit with the manager and results were stronger for the rational goal dimension which focused on external customer service. In contrast, results for perceptual fit revealed that fit was generally more important for fit with the manager than fit with the workgroup and was generally more important for the open system dimension which focused on flexibility and innovation. Copyright © 2005 John Wiley & Sons, Ltd.     

The interactive effects of conscientiousness,openness to experience,and political skill on job performance in complex jobs: The importance of context

Caveats concerning the ability of personality to predict job performance have been raised because of seemingly modest criterion‐related validity. The goal of the present research was to test whether narrowing the context via the type of job (i.e., jobs with complex task demands) and adding a social skill‐related moderator (i.e., political skill) would improve performance prediction. Further, along with political skill, the broad factor of personality demonstrated in prior research to have the strongest criterion validity (i.e., conscientiousness) was joined with a narrow construct closely related to openness to experience (i.e., learning approach) in a three‐way interactive prediction of supervisor‐rated task performance. With the employee–supervisor dyads among professionals, but not with the control group of non‐professional employees, task performance was predicted by the three‐way interaction, such that those high on all three received the highest performance ratings. Implications, strengths and limitations, and directions for future research are discussed. Copyright © 2012 John Wiley & Sons, Ltd.     

A process model of employee engagement: The learning climate and its relationship with extra‐role performance behaviors

Employee engagement has recently been introduced as a concept advantageous to organizations. However, little is known about the value of employee engagement in explaining work performance behaviors compared with similar concepts. The learning climate, defined as the organization's beneficial activities in helping employees create, acquire, and transfer knowledge, has also been proposed as an antecedent of employee engagement. Using data from a sample of 625 employees and their supervisors in various occupations and organizations throughout Israel, we investigated employee engagement as a key mechanism for explaining the relationship between perceptions of the organization's learning climate and employees' proactivity, knowledge sharing, creativity, and adaptivity. We also tested whether employee engagement explained the relationship more thoroughly than similar concepts such as job satisfaction and job involvement. Multilevel regression analyses supported our hypotheses that employee engagement mediates the relationship between the perceived learning climate and these extra‐role behaviors. Moreover, engagement provides a more thorough explanation than job satisfaction or job involvement for these relationships. The implications for organizational theory, research, and practice are discussed. Copyright © 2015 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.     

Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

Recognizing that supervisor–subordinate dyads exist within a broader organizational hierarchy, we examine how the individual's role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors' abusive behaviors are perceived by abusive supervisors' managers as well as abusive supervisors' subordinates. Drawing on role theory, we propose that these perceptions will differ. Further, we suggest that these differences will be reflected in different relationships between manager-rated abusive supervision and subordinate-rated abusive supervision and managers' evaluations of supervisor performance. Results from manager–supervisor–subordinate triads indicate differences between managers' and subordinates' view of abusive supervision. Further, managers' perceptions of abuse were related to supervisors' in-role performance, whereas subordinates' perceptions of abuse were related to workgroup performance. In Study 2, we replicate these findings and expand our investigation to an examination of supervisors' contextual performance. Additionally, we examine another contextual characteristic—aggressive climate—and demonstrate it influences how abusive supervision relates to managerial evaluations of supervisor performance. Future research and managerial implications are discussed.