In direct correlation, leaders' identity influenced the transformational behaviors and power they exerted in their workplace on that particular day, based on assessments from their subordinates. We discovered that the downstream effects of affect-focused rumination on leaders' actions, filtered through depletion and their own sense of leadership, were attenuated in cases of higher rumination frequencies (relative to lower frequencies). Leaders with a lesser track record of leadership. We precisely replicated the detrimental effects of depletion on transformational behaviors, enacting power through leadership identity in a supplementary experience-sampling study that relied on leaders' self-reported conduct. Leaders at work can gain valuable insights from our research, both theoretically and practically. The rights to the PsycInfo database record, from 2023, belong to the American Psychological Association.
Revelations concerning misconduct have surfaced amongst high-performers in diverse fields, promoted within organizations without consequence for their unethical actions. Motivated moral reasoning guides our investigation into how employee performance influences supervisors' moral judgments of unethical conduct, and how supervisors' performance-centric perspectives affect their moral considerations in promotion recommendations. To validate our model, we conducted three studies: a field study of 587 employees and their 124 supervisors at a Fortune 500 telecom company, an experiment utilizing two groups of working adults, and another experiment that actively manipulated explanatory variables. A moral double standard, as evidenced, saw supervisors meting out less severe penalties for the unethical actions of high-performing employees. The supervisors' punitive judgments, shaped by a focus on achieving results, varied in their impact on promotability considerations. Our research underscores the differential moral consideration given to high performers and the uneven disciplinary responses from supervisors. This has implications for behavioral ethics research and organizations aiming to both retain high-performing employees and maintain fair application of ethical standards throughout the company. This PsycINFO database record, copyright 2023 APA, is subject to all applicable rights.
Despite the detailed account of leader-follower relationship formation offered by leader-member exchange (LMX) theory, the theoretical importance of LMX agreement as a relational phenomenon has been underappreciated. Scholarly comprehension of its significant role in the relationships between leaders and their followers has, as a result, been curtailed by this. Our meta-analysis aimed to synthesize the practical import of LMX agreement within leader-follower relationships, and to better understand the factors influencing its variation across diverse study groups. Random-effects metaregression findings robustly indicated LMX agreement's moderating effect between studies. With greater consistency in sample-level LMX agreement, the connection between LMX and followers' task performance and organizational citizenship behaviors was found to be more pronounced. Additionally, contrasting national cultural orientations (horizontal individualism versus vertical collectivism) and evolving relationship lengths were significantly correlated with the degree of agreement in leader-member exchanges. A comprehensive investigation of methodological factors was also undertaken, these factors, in the main, having a minimal impact on the research conclusions. Based on the meta-analytic review, LMX agreement emerges as a significant relational component in LMX theory, having the potential to fully realize the value of high-quality leader-follower relationships. Medial proximal tibial angle Importantly, its meaningfulness, as a considerable phenomenon, is intrinsically linked to its adaptability across varied contexts, influenced by environmental factors. Our theoretical synthesis, underpinned by empirical findings, reveals the implications for LMX theory and underscores crucial paths for future LMX research. The PsycINFO Database Record, copyright (c) 2023 APA, reserves all rights. Please return ten structurally different and uniquely phrased sentences, preserving the original length.
Supervisors, generally possessing superior education, seniority, and age, frequently occupy a higher status compared to their subordinates, a principle known as status congruence. However, there's an increasing prevalence of status incongruence among subordinates, with their supervisors often lacking the expected traditional status markers. The impact of supervisor status congruence/incongruence on subordinate perceptions of the promotion system is assessed through the filter of their judgments of their supervisors' influencing competence. Drawing upon system justification theory, we hypothesized and discovered that less competent supervisors were perceived as leading to a more just promotion system (Study 1) and greater acceptance of the promotion system (Study 2). This link became more apparent when factors, such as a low sense of personal power in Study 1 and limited opportunities for escaping the system in Study 2, increased motivation to justify the system. Moreover, to ascertain the role of system justification, we created an implicit measure of the construct, and, in two further studies (3a and 3b), showed that participants displayed more system justification in conditions predicted by our theoretical reasoning. The theoretical and practical consequences are examined. The APA possesses all rights to the PsycINFO database record, copyright 2023.
Leadership performance is demonstrably tied to the surrounding situation, though a comprehensive, widely accepted, and empirically verified model for situational leadership has not been established. A taxonomy of leadership situations was developed through the empirical analysis of situation ratings and narratives from 1159 leaders. Leaders rated the psychological situation characteristics, which were derived using natural language processing techniques. Factor analyses of leader ratings produced a taxonomy of psychological leadership situation characteristics, broken down into six dimensions: Positive Uniqueness, Importance, Negativity, Scope, Typicality, and Ease. Physio-biochemical traits An accompanying typology of structural leadership situation cue combinations, Market/Business Needs, Barriers to Effectiveness, Interpersonal Resources, Deviations/Changes, Team Objectives, and Logistics, emerged from the topic modeling of leader narratives. The Leadership Situation Questionnaire (LSQ), a 27-item measure, was created to assist in the evaluation of situation perceptions, encompassing six dimensions of psychological leadership situation characteristics. Our initial exploration of the nomological network of psychological leadership situation characteristics, leveraging the LSQ, involved examining their associations with leader personality, leader actions, leadership outcomes, and composite indicators of structural leadership situation cues. The psychological leadership situation characteristics taxonomy, epitomized by the LSQ, presents a structured framework for existing leadership research, paves the way for future explorations of situation-dependent leadership theories, and yields considerable practical value in areas such as leader assessment and development. This PsycINFO database record, copyrighted 2023 by the American Psychological Association, holds all rights.
To determine preventative measures and lessen the negative impact insomnia has on work settings, organizational scholars have examined a variety of conditions associated with insomnia. Although other areas have been explored, the preponderance of studies have focused on antecedents that are beyond the employee's immediate control. Consequently, our shared comprehension of methods for employees to adjust their workplace conduct and thereby alleviate insomnia symptoms and avoid detrimental outcomes has, unfortunately, remained confined. check details In this study, we evaluated the link between the expression of employee voice, a prosocial yet psychologically costly behavior that falls under the control of the employee, and employee sleep quality, and whether sleep quality subsequently affects the expression of voice the following day. From a ten-day survey of 113 full-time employees, twice per day, we determined that employees who advocate for career advancement at work experienced more pronounced positive affect at the conclusion of their workday, displayed better detachment from work in the evening, and were less prone to suffering from insomnia during the night. Employees who voice prohibitive opinions at work often displayed increased negative emotional responses as the workday ended, exhibited less effective detachment from work during evening hours, and experienced a higher prevalence of night-time sleep difficulties. Our investigation further highlights the fact that, despite no link between insomnia and the expression of prohibitive voice the next day, employees lacking sleep are less likely to exert promotive voice due to diminished psychological reserves. Sleep issues, as per our study, may be alleviated if staff members manage their involvement in expensive workplace behaviors, like vocalizations. Copyright 2023, the APA reserves all rights regarding this PsycInfo Database record.
There is supporting evidence that factors pertaining to work conditions have an effect on the well-being of the workforce. The detrimental effects of reduced job resources and increased job stressors on well-being are anticipated, while improved work quality, characterized by decreased job stressors and increased job resources, is considered a positive influence on well-being. The way prior studies have investigated the relationship between work conditions and well-being is based on the supposition that, just as a decline in work quality harms well-being, an enhancement in work quality benefits well-being. Hobfoll's conservation of resources (COR) theory, however, maintains that the impact of losses tends to be more substantial than that of gains.