Significant work events and counterproductive work behavior: The role of fairness,emotions, and emotion regulation

In this diary study, we investigated multi‐level predictors of daily counterproductive work behavior (CWB) relying on the theoretical frameworks of affective events theory and the emotion‐centered model of CWB. We assessed significant work events, event‐based fairness perceptions, negative emotional reactions to work events, and employee CWB over a 10‐day period. We tested within‐person relations predicting CWB, and cross‐level moderating effects of two emotion regulation strategies (suppression and reappraisal). Results from a multi‐level path analysis revealed that significant work events had both direct and indirect effects on negative emotional reactions. Further, negative emotional reactions in turn mediated the relationships between significant work events and all forms of daily CWB as well as the relationship between event‐based fairness perceptions and daily CWB‐O. Results also supported the moderating role of reappraisal emotion regulation strategy on relations between significant work events and negative emotional reactions. Less support, however, was found for the moderating influence of suppression on the link between negative emotional reactions and CWB. Among the broad work event categories we identified, our supplemental analyses revealed that negative work events involving interactions with supervisors elicited the highest levels of employee negative emotional reactions. We discuss the theoretical and practical implications of these findings. Copyright © 2014 John Wiley & Sons, Ltd.     

Multifoci effects of injustice on counterproductive work behaviors and the moderating roles of symbolization and victim sensitivity

Past research suggests that employees, in response to workplace experiences, selectively engage in targeted counterproductive work behaviors (CWBs). Taking a retributive justice and target similarity perspective, we predict that employee perceptions of unfairness from the organization uniquely predict CWB specifically targeted at the organization whereas employee perceptions of supervisory unfairness uniquely predict CWB specifically targeted at the supervisor. We further hypothesized that moral identity‐symbolization would strengthen these target‐similar relationships. Finally, drawing from the sensitivity to mean intentions model, we hypothesized that victim sensitivity would not only strengthen these target‐similar relationships but also lead to cross‐foci effects of multifoci fairness perceptions on targets of CWB. Results from 3 field studies of full‐time employees provided support for most of our hypothesized relationships.     

领导风格与员工安全行为关系的元分析*

为更好地比较不同领导风格对员工安全行为的影响,采用元分析方法,基于34篇独立实证研究的15 032个样本,对常见的领导风格与员工安全行为关系进行定量分析。结果表明:对于安全遵守,相关系数从低到高分别为伦理型领导、变革型领导、领导-成员交换以及交易型领导;对于安全参与,相关系数从低到高分别为伦理型领导、变革型领导、交易型领导、领导-成员交换;年龄、经济发展水平、行业以及研究设计调节了领导风格与员工安全行为之间的关系。     

Overqualification and counterproductive work behaviors: Examining a moderated mediation model

The current study examined the effect of employees' perceived overqualification on counterproductive work behaviors (CWBs). Building on person–job fit theory and prior research on such organizational phenomena, we conceptualized overqualification as a type of poor person–job fit. Drawing on the dual‐process model, we further suggested that in processing their person–job misfit, overqualified employees might cognitively appraise themselves as less worthy organizational members and experientially feel angry toward the employment situation. We also suggested that to the extent that overqualified people are sensitive to justice, they may react more or less strongly to being overqualified. We tested our predictions using time‐lagged data from a sample of 224 workers and their supervisors employed in a large manufacturing company in China. Consistent with our theoretical framework, we found that organization‐based self‐esteem (OBSE) and anger toward employment situation mediated the positive relationships between perceived overqualification and both self‐rated and supervisor‐rated CWBs. In addition, justice sensitivity moderated the relationship between perceived overqualification and the mediators (i.e., OBSE and anger) and the indirect relationship between perceived overqualification and CWB. The theoretical and practical implications of these findings as well as future research directions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Transformational leadership and employee voice behavior: A Pygmalion mechanism

We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time‐lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

领导行为、安全文化与矿工安全行为的结构方程模型

为了提高矿工的安全行为,在相关研究基础上,提出领导行为、安全文化与矿工安全行为之间的理论假设模型。依据436份来自矿工的有效问卷,利用结构方程模型方法验证假设。结果表明:领导行为、安全文化对于安全行为具有一定的预测力和影响力,领导行为不仅对安全文化有直接影响,也通过安全文化间接影响安全行为;交易型领导对安全行为的整体影响强度高于变革型领导;变革型领导和交易型领导对安全文化各维度均有显著的正向影响关系;安全文化中除安全规程和安全培训对安全参与行为预测力不足外,其余维度均对安全遵守行为和安全参与行为有显著的正向影响关系。     

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.     

Interactional justice,leader–member exchange,and employee performance: Examining the moderating role of justice differentiation

Past research suggests that interactional justice plays a pivotal role in facilitating high‐quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.     

安全领导力国内外研究现状分析

为了推动安全领导力的研究,使用文献分析的方法,研究了安全领导力的国内外研究现状,探讨了其未来研究方向。结果表明:目前安全领导力的主要研究内容为安全领导力对安全绩效或安全行为的作用机理和不同领导类型对安全绩效或安全行为的影响;对安全领导力的研究方法多为问卷调查法;安全领导力的未来研究方向应集中在安全领导行为构成研究、安全领导力测评量表开发以及安全领导力修炼3个方面。     

Transformational leadership,relationship quality,and employee performance during continuous incremental organizational change

Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at lower hierarchical levels. In a sample of 251 employees and their 78 managers, analyses revealed that the quality of relationships between leaders and employees mediated the influence of transformational leadership on employee task performance and OCB. We also found that change frequency moderated the positive association of relationship quality with task performance and OCB, such that associations were stronger when change frequency was high. Copyright © 2012 John Wiley & Sons, Ltd.     

安全管理者的威权领导对矿工安全行为的影响研究

探讨威权领导对矿工安全行为的影响关系,以及心理安全感在二者之间的调节作用,对进行矿工安全行为管理有帮助。设计了包含威权领导、安全行为和心理安全感的调查问卷,采用回归分析方法,通过对235名矿工的调查问卷分析,结果显示:威权领导在煤矿企业中普遍存在,并对矿工安全行为有显著影响,其中对安全服从行为有正向影响,对安全参与行为有负向影响;心理安全感在威权领导与安全行为的影响中具有显著调节作用。其中,心理安全感的高低在威权领导对安全服从行为的正向影响中有缓慢提升作用,但在威权领导与安全参与行为的负向影响中有加速降低作用。该结论丰富了矿工安全行为的研究视角,为煤矿企业安全生产管理实践提供参考。     

家长式领导对高速铁路司机安全行为的影响研究

为了进一步提升高速铁路司机的安全绩效,保证高速铁路的运输安全,以高速铁路司机为研究对象,利用国内11家铁路局的调研数据,构建理论模型,实证研究家长式领导风格对安全氛围及安全行为的影响,采用回归分析和Bootstrap技术进行检验。结果表明:德行领导、仁慈领导和威权领导均对高速铁路司机的安全行为产生显著正向影响;安全氛围在家长式领导风格与安全行为之间起到部分中介作用;德行领导和仁慈领导对安全行为具有正向交互影响效应。     

Innovative work behavior and sex‐based stereotypes: Examining sex differences in perceptions and evaluations of innovative work behavior

Building on role congruity theory, we predict that innovative work behaviors are stereotypically ascribed to men more than to women. Because of this bias, women who innovate may not receive better performance evaluations than those who do not innovate, whereas engaging in innovative work behaviors is beneficial for men. These predictions were supported across 3 complementary field and experimental studies. The results of an experiment (Study 1; N = 407) revealed that innovative work behaviors are stereotypically associated with men more than women. In Studies 2 and 3, using multisource employee evaluation data (N = 153) and by experimentally manipulating innovative work behaviors (N = 232), respectively, we found that favorable performance evaluations were associated with innovative work behaviors for men but not for women. These studies highlight a previously unidentified form of sex bias and are particularly important for those wishing to increase innovative behaviors in the workplace: We need to address this phenomenon of “think innovation‐think male.”     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

How transformational leadership influences follower helping behavior: The role of trust and prosocial motivation

We proposed and tested a moderated mediation model that jointly examines affect‐based and cognition‐based trust as the mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers’ helping behavior towards coworkers. Data were collected from 348 sales and servicing employees and their supervisors in four private retail companies and five private manufacturing companies located in Southeast China. The results showed that both affect‐based trust and cognition‐based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers. Furthermore, moderated mediation analyses showed that affect‐based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers only among employees with high prosocial motivation, whereas cognition‐based trust mediated this relationship among only those with low prosocial motivation. Implications for the theory and practice of leadership are then discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance

We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' expedient behaviors when their relationship is characterized by high‐LMX (a high‐quality exchange relationship that is rich in socioemotional support). Furthermore, we argue that supervisor expediency, especially when LMX is high, influences employees' attitudes of unethical tolerance, which then affects employees' expedient behaviors. Across 2 multisource field studies and a third time‐lagged field study, we found general support for our theoretical predictions. Theoretical and practical implications are discussed.     

The power of reflection for would-be leaders: Investigating individual work reflection and its impact on leadership in teams

This paper examines the key role that individual work reflection plays in facilitating individuals' leadership in teams. Consistent with the functional perspective on leadership, we argue that individual work reflection allows individuals to better understand their team's needs, and therefore enact higher levels of task-, relational-, and change-oriented leadership behaviors and be more effective leaders in their teams. We first conducted a series of measure development studies to validate a measure of individual work reflection comprising four dimensions of reflection at work: goals-, methods-, relationships-, and self-focused reflection. Then, across two independent studies assessing individuals in self-managing teams over time, we found support for our theoretical model linking individual work reflection to peer-rated leadership behaviors (Main Studies 1 and 2) and leadership effectiveness (Main Study 2). In further support of our theorizing, Main Study 2 also indicates that individual work reflection shapes leadership behaviors and effectiveness via understanding the team's needs, beyond a wide range of related constructs (e.g., feedback seeking, mindfulness, and rumination), as well as commonly studied predictors of leadership behaviors (i.e., the Big Five). Our theory and empirical findings help advance insights on the role of individual work reflection in improving leadership outcomes in organizations.     

管理者的威权领导风格对矿工安全行为的影响研究

矿工安全行为是煤矿安全生产的基础保障,而管理者的领导风格对矿工安全行为有重要影响。引入调节焦点理论和认同理论,构建威权领导风格对安全行为影响关系的理论模型。以544份调查问卷的数据对理论模型进行检验,结果发现:威权领导风格是影响矿工安全行为的重要情境因素;威权领导风格会通过矿工对管理者认同而正向影响安全行为,矿工对管理者认同在二者间具有中介作用;管理者-矿工间的调节焦点适配在矿工对管理者认同和安全行为之间有调节效应,而且调节焦点的高适配度会强化矿工对管理者认同的中介效果。研究丰富了领导风格与矿工安全行为的作用机制和边界条件,对煤矿安全管理实践有一定的启示意义。     

Effects of environment, vehicle and driver characteristics on risky driving behavior at work zones

This study aims to analyze the effects of environment, vehicle and driver characteristics on the risky driving behavior at work zones. A decision tree is developed using the classification and regression tree (CART) algorithm to graphically display the relationship between the risky driving behavior and its influencing factors. This approach could avoid the inherent problems occurred in the conventional logistic regression models and further improve the model prediction accuracy. Based on the Michigan M-94/I-94/I-94BL/I-94BR highway work zone driving behavior data, the decision tree comprising 33 leaf nodes is built. Bad weather, poor road and light conditions, partial/no access control, no traffic control devices, turning left/right and driving in an old vehicle are found to be associated with the risky driving behavior at work zones. The middle-aged drivers, who are going straight ahead in their vehicles with medium service time and equipped with an airbag system, are more likely to take risky behavior at lower work zone speed limits. Further, the middle-aged male drivers engage in risky driving behavior more frequently than the middle-aged female drivers. The number of lanes exhibits opposing effects on risky behavior under different traveling conditions. More specifically, the risky driving behavior is associated with the single-lane road under bad light or weather conditions while drivers are more likely to engage in risky behavior on the multi-lane road under good light conditions.     

On ethical leadership impact: The role of follower mindfulness and moral emotions

With the present paper, we aim to provide new conceptual insights and empirical evidence on ethical leadership contingencies: we analyze under what conditions ethical leadership can positively impact follower discretionary work behaviors (extra effort and helping). We argue that followers vary in terms of their sensitivity toward and processing of moral information, as conveyed by ethical leaders, and that these individual differences determine the strength of the link between ethical leadership and follower discretionary work behaviors. In a multisource study with 135 leader–follower dyads, we examine two prototypical examples of affective and cognitive individual differences that involve a heightened inclination toward morality: follower moral emotions and follower mindfulness. Our findings indicate that ethical leadership is more strongly related to follower extra effort and helping at higher levels of follower moral emotions and higher levels of follower mindfulness. We discuss the implications of this moral information processing perspective on ethical leadership for research and managerial practice. Copyright © 2014 John Wiley & Sons, Ltd.