Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Pride, a discrete emotion that drives the pursuits of achievement and status, is crucial to consider in leadership contexts. Across three studies, we explored how leaders' experiences of authentic and hubristic pride were associated with their leadership behaviors. In Study 1, a field study of leader–follower dyads, leader trait authentic pride was associated with the use of more effective (i.e., consideration and initiating structure) and fewer ineffective (i.e., abusive supervision) leadership behaviors, and hubristic pride was associated with more abusive behaviors. In Study 2, a daily diary study, on days when leaders experienced more authentic pride than usual, they used more effective leadership behaviors than usual, whereas on days when leaders experienced more hubristic pride than typical, they were more likely to engage in abusive supervision than typical. In Study 3, a scenario‐based experiment, leaders who experienced more authentic pride in response to our experimental manipulation were more likely to intend to use effective leadership behaviors. In contrast, those who experienced more hubristic pride were less likely to use these behaviors and more likely to intend to be abusive. Overall, this work highlights the importance of pride for leadership processes and the utility of examining discrete and self‐conscious emotions within organizations.     

A multilevel investigation of predictors and outcomes of shared leadership

For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross-sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.     

Are servant leaders appreciated? An investigation of how relational attributions influence employee feelings of gratitude and prosocial behaviors

Multisource data collected at three time phases were used in investigating when servant leadership elicits gratitude and then promotes prosocial behaviors. We tested a moderated mediation model, contending that relational attributions moderate the relationship between servant leadership and gratitude, and then gratitude sequentially predicts interpersonal citizenship behaviors and upward voice. As hypothesized, when employees do not highly rely on relational attributions for servant leadership, they feel more gratitude and subsequently engage in more interpersonal citizenship behaviors and upward voice than the employees who rely on relational attributions to explain their interactions with the leader. The sequential indirect effect from servant leadership to upward voice via gratitude and then interpersonal citizenship behaviors was significant when relational attributions are low rather than high.     

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

We conduct a meta‐analytic review that yields important insights about the existing research on transformational leadership and creativity. Additionally, we propose and test an integrated model using meta‐analytic structural equation modeling (MASEM) and full information MASEM (FIMASEM) techniques to better understand the intervening mechanism through which transformational leadership acts on creativity. The results of the meta‐analysis of 127 studies show that most of the bivariate relationships among transformational leadership, employee creativity, and pre‐identified mediators are significant; further, geographic base of studies significantly moderates some of the relationships. The MASEM results indicate that several mediators intervene in the relationship between transformational leadership and creativity. Although the total effect of transformational leadership on creativity is positive, its direct effect is negative when mediators are included. Additionally, there are significant relationships among the mediators that can be theoretically supported, but have not been investigated in prior transformational leadership and creativity studies. On the basis of these findings, we provide conclusions and directions for future studies.     

Attribution theory: An introduction to the special issue

This special issue of the Journal of Organizational Behavior was developed to further extend attribution theory and its application to the field of organizational behavior. In this introduction, we provide a brief overview of the motivation for this special issue, a concise summary of the papers included in it, a discussion about progress toward the field's goals, and suggestions for how future research can move the field forward. In doing so, we describe how applying attribution theory to studies that utilize a broad range of study designs, research contexts, and focal topics results in insights that enhance our understanding of how attributional processes predict and explain individuals' emotions and behaviors. We also provide suggestions for how to further develop attribution theory so we can more clearly describe the generalizability of relationships across a wide variety of organizational contexts.     

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。     

An empirical examination of personal learning within the context of teams

Using a sample of 588 employees in 59 work teams, we tested a model that situates personal learning within the context of teams, viewing it as a joint function of teams' leadership climate (i.e., transformational leadership) and task characteristics (i.e., task routineness and task interdependence). Consistent with our hypotheses, we found that the positive relationships between transformational leadership climate and the two dimensions of personal learning (relational job learning and personal skill development) were moderated by the nature of the teams' tasks. Specifically, transformational leadership climate was more strongly associated with personal learning for members of teams working on tasks that were less routine, rather than more routine. However, no significant moderation was found for leadership climate and task interdependence. Our findings underscore the importance of taking into account the contextual conditions within which leadership influence occurs while also demonstrating the potential role that leaders can play in promoting employees' personal learning. Overall, our study bolsters theories that conceptualize adult learning as a transaction between people and their social environments and points to a practical need to match leadership styles with team task characteristics to unleash transformational leadership effects. Copyright © 2015 John Wiley & Sons, Ltd.     

When leaders are forced to stay: The indirect effects of leaders' reluctant staying on subordinates' performance

Leaders who desire to leave the current organization are sometimes forced to stay. The leadership behaviors of these leaders are underexplored in the current literature. Building on proximal withdrawal states theory, this study examines two pathways through which leaders' reluctant staying mindset (i.e., desire but are unable to quit) relates to their subordinates' task performance and organizational citizenship behaviors (OCB). One pathway proposes increased laissez-faire leadership behaviors due to leaders' lower intrinsic motivation; the second pathway proposes increased delegation behaviors due to leaders' higher extrinsic motivation. Using three-wave data collected from 100 leaders and 313 subordinates, we found that leaders' reluctant staying was indirectly and negatively associated with subordinates' task performance and OCB through leaders' lower perceptions of task significance and higher laissez-faire leadership behaviors. At the same time, leaders' reluctant staying increased their bottom-line mentality and delegation behaviors, but the indirect effects on subordinates' performance outcomes were not significant. We discuss the implications of our findings for theory, practices, and future research regarding how to manage leaders who stay reluctantly in the organization.     

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。