According to their followers' appraisals, the leaders' displayed transformational behaviors and power during work that day were, reciprocally, a result of their leader identities. Our research uncovered that the downstream consequences of affect-focused rumination on leadership styles, operating through the conduits of depletion and leader identity, demonstrated reduced effect when rumination was more (compared to less) pervasive. Those who are relatively inexperienced in the realm of leadership. A supplementary experience-sampling study, utilizing leaders' self-reported behaviors, replicated the negative effects of depletion on transformational actions, demonstrating the exertion of power through their identity as leaders. The theoretical and practical relevance of our research for workplace leaders will be discussed. All rights to the PsycInfo database record are reserved by the American Psychological Association, 2023.
Recent disclosures have highlighted the troubling trend of high-performing individuals in various occupations, promoted through the ranks despite unethical behavior. Using motivated moral reasoning as a framework, we analyze the influence of employee performance on supervisors' moral assessments of employee unethical behavior, and how supervisors' performance focus shapes their moral reasoning in promotion decisions. Across three distinct studies, we evaluated our model's efficacy: a field study encompassing 587 employees and their 124 supervisors at a Fortune 500 telecommunications firm, a controlled experiment involving two groups of working adults, and a further experiment that systematically altered explanatory variables. A moral double standard, as evidenced, saw supervisors meting out less severe penalties for the unethical actions of high-performing employees. Supervisors' bottom-line focus (i.e., prioritizing outcomes) consequently affected how strongly their punitive assessments shaped promotability decisions. By examining the leniency toward top performers and the disparity in consequences imposed by supervisors, our study raises crucial points for behavioral ethics research and organizations aiming to retain top performers while ensuring consistent ethical treatment for all. The APA holds exclusive rights to this PsycINFO database record from 2023.
Even though leader-member exchange (LMX) theory offers a comprehensive portrayal of leader-follower relationship formation, the theoretical impact of LMX agreement as a relational element remains underrepresented. This has, in turn, negatively impacted the scholarly grasp of its crucial role within leader-follower relationships. To consolidate the meaningful impact of LMX agreement on leader-follower relationships, and to investigate the factors that explain its variation across samples, we performed a comprehensive meta-analysis. Metaregression analyses utilizing random effects demonstrated a strong moderating role for LMX agreement across the reviewed studies. As sample-level LMX agreement increased, the correlation between LMX and both follower task performance and organizational citizenship behaviors strengthened. In contrast, variations in national cultural patterns (horizontal individualism versus vertical collectivism), along with modifications in the duration of relationships, displayed a significant connection with LMX agreement. We also scrutinized a substantial array of methodological considerations, which overall had a remarkably slight influence on the outcome of the study. These meta-analytic results indicate that considering LMX agreement as a pivotal relational component of LMX theory is warranted, as it has the potential to unlock the full scope of high-quality leader-follower relationships. pediatric infection Its substantial nature, as a noteworthy phenomenon, is intricately connected to its varying expressions in diverse situations, shaped by contextual elements. From the synthesis of our theoretical model and empirical data, we delineate the implications for LMX theory and suggest key directions for the advancement of LMX research. From the original text regarding PsycINFO Database Record (c) 2023 APA, all rights reserved, provide ten sentences with distinct structures and unique wording, maintaining the same length and complexity.
Supervisors, who usually hold advanced degrees and longer tenures, frequently command a higher status than their subordinates, a situation characterized as status congruence. Subordinates are, however, experiencing a rising level of status incongruity, a situation in which their supervisors often lack these conventional status markers. We investigate the interplay between status congruence and incongruence, and how this impacts subordinate evaluations of their supervisors' competence, ultimately affecting their perceptions of the promotion system. Employing the framework of system justification theory, we predicted and observed that, with less competent supervisors, status congruence fostered a sense of fairness in the promotion system (Study 1) and greater acceptance of the promotion system (Study 2). This effect was particularly pronounced when conditions associated with heightened system justification motivation were present, such as a reduced feeling of personal power in Study 1 and limited possibilities for escaping the system in Study 2. Subsequently, to assess the influence of system justification, we constructed an implicit gauge of this construct and discovered, in two supplementary studies (3a and 3b), that participants engaged in greater system justification under conditions our theoretical rationale anticipated. The theoretical and practical import of this subject is discussed thoroughly. PsycINFO database record copyright 2023 is subject to all rights held by the APA.
While leadership situations are crucial, a comprehensive, universally accepted, and empirically tested framework for modeling these situations remains elusive. From 1159 leaders' situation ratings and narratives, a novel taxonomy of leadership situations was empirically derived. Following the generation of psychological situation characteristics through natural language processing, leaders proceeded with their ratings. A six-dimensional taxonomy of psychological leadership situation characteristics—Positive Uniqueness, Importance, Negativity, Scope, Typicality, and Ease—was discovered through the factor analysis of leader ratings. consolidated bioprocessing Topic modeling of leadership narratives resulted in a preliminary accompanying typology, detailing structural leadership situation cue combinations like Market/Business Needs, Barriers to Effectiveness, Interpersonal Resources, Deviations/Changes, Team Objectives, and Logistics. For the purpose of evaluating situational perceptions, a 27-item measure, the Leadership Situation Questionnaire (LSQ), was developed to assess six dimensions of psychological leadership situation characteristics. Employing the LSQ, we performed preliminary assessments of the nomological network of psychological leadership situation characteristics, focusing on their connections with leader personality, leader behavior, leadership outcomes, and structural leadership situation cues. The psychological leadership situation characteristics taxonomy, and its consequent measure (the LSQ), establish an organizational framework for existing leadership research, provide a basis for future investigation into situational leadership hypotheses, and have crucial implications for practical applications such as leader evaluation and development. The American Psychological Association, copyright 2023, reserves all rights pertaining to this PsycINFO database record.
In an effort to understand and prevent insomnia and its detrimental impacts on the workplace, organizational scholars have scrutinized various antecedents of 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. click here We explored in this study whether employees' expression of voice, a prosocial act with psychological costs and within employee's control, affects their sleep quality, and reciprocally, how sleep quality impacts subsequent voice expression. Our study, involving two daily surveys over ten workdays of 113 full-time employees, revealed that those who advocate for advancement in their workplace exhibit a greater sense of positive affect at the end of their workday, a more effective detachment from work in the evening, and a lower incidence of nighttime sleeplessness. Employees expressing overly restrictive viewpoints at work consistently showed increased negative emotions, hampered detachment from work in the evenings, and a higher risk of sleep disturbances. Our investigation further underscores that, although insomnia does not correlate with the expression of prohibitive voice the following day, sleep-depleted employees exhibit a decreased tendency towards promotive voice due to psychological exhaustion. The results of our research imply that sleep issues could be potentially alleviated through employees' management of costly workplace actions, for instance, vocalizations. The PsycInfo Database Record, copyright 2023, is under the exclusive rights of the APA.
There's demonstrable proof that the quality of work settings influences the overall health and happiness of workers. It is conjectured that decreased well-being is associated with reduced work quality, which is signified by increased job stressors and diminished job resources, while enhanced well-being is associated with gains in work quality, specifically decreased job stressors and increased job resources. Previous research exploring the interplay between work conditions and well-being often presupposes a direct and equal relationship where a decrease in work quality's harm mirrors the positive effect of an increase in work quality on well-being. Hobfoll's conservation of resources (COR) theory, however, asserts that the negative effects of loss are greater than the positive effects of gains.