According to their followers' appraisals, the leaders' displayed transformational behaviors and power during work that day were, reciprocally, a result of their leader identities. The influence of affect-focused rumination on leader behaviors, manifesting through resource depletion and leader identity, demonstrated weaker effects for more (in comparison to less) frequent rumination. Leaders having limited prior experience. In a supplemental experience-sampling investigation employing leaders' self-reported actions, we replicated the negative effects of depletion on transformational behaviors, highlighting the enactment of power linked to their leadership identity. The theoretical and practical relevance of our research for workplace leaders will be discussed. Copyright 2023, the American Psychological Association owns all rights to this PsycInfo database record.
The promotion of high-achieving individuals with unethical behavior, rather than disciplinary action, has been revealed in recent revelations across various sectors and professions. Our investigation, rooted in principles of motivated moral reasoning, examines how employee performance influences supervisors' moral appraisals of unethical employee actions, and how supervisors' performance-driven perspectives shape their moral considerations in promotion decisions. Our model was assessed using three distinct studies: a field study incorporating data from 587 employees and their 124 supervisors at a Fortune 500 telecom company, a controlled experiment involving two sets of working adults, and an additional experiment specifically focused on altering explanatory factors. The evidence exposed a moral double standard, wherein supervisors handed down less stringent judgments for the unethical conduct of higher-performing employees. Supervisors' bottom-line orientation—their singular focus on results—influenced the degree to which their punitive judgments were reflected in promotability decisions. Our study's results highlight the disparity in moral leniency shown to high-performing employees versus the inconsistent disciplinary actions taken by their supervisors. These findings hold implications for both behavioral ethics research and organizations striving to retain top talent and apply ethical standards consistently across the workforce. This APA-owned PsycINFO database record, created in 2023, is protected by copyright and all other rights are reserved.
Leader-member exchange (LMX) theory, though providing a detailed explanation of leader-follower relationship cultivation, has not sufficiently emphasized the theoretical importance of LMX agreement as a relational construct. This has, reciprocally, reduced academic understanding of its critical function in the interactions between leaders and their followers. In an effort to consolidate the key implications of LMX agreement on leader-follower relationships, and to ascertain factors that could account for the variance observed across different samples, we carried out a meta-analysis. The findings from random-effects metaregression strongly validated the moderating function of LMX agreement across various research contexts. A substantial association between LMX and follower task performance and organizational citizenship behaviors was evident when sample-level LMX agreement was high. 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. We also investigated a great many methodological variables, which, by and large, had a very restricted impact on the results of the analysis. 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. this website Importantly, its meaningfulness, as a considerable phenomenon, is intrinsically linked to its adaptability across varied contexts, influenced by environmental factors. Through our theoretical integration and empirical analysis, we explore the ramifications for LMX theory and highlight crucial avenues for future LMX research. Please return this JSON schema with a list of ten unique and structurally varied sentences, each maintaining the original length and complexity of the provided text (PsycINFO Database Record (c) 2023 APA, all rights reserved).
Individuals holding supervisory positions are usually older, more educated, and have more years of service than those they oversee, a consistent pattern often referred to as status congruence. Subordinates are now more frequently encountering status incongruence, where their supervisors may not possess these established status indicators. 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. Consistent with system justification theory, we anticipated and observed that lower supervisor competence correlated with perceptions of enhanced promotion system fairness (Study 1) and acceptance (Study 2). This effect was particularly notable under conditions that amplified system justification motives, such as a diminished sense of personal power in Study 1 and restricted opportunities to escape the system in Study 2. To investigate the effect of system justification, we constructed an implicit metric for the construct. In two supplementary studies (3a and 3b), participants demonstrated heightened system justification in the situations our theory predicted. A discourse on the theoretical and practical ramifications is presented. This PsycINFO database record, copyright 2023 APA, holds all rights.
Leadership effectiveness is highly context-dependent, yet no thorough, globally recognized, and scientifically validated framework exists for characterizing leadership situations. This research employed 1159 leaders' situation ratings and narratives to construct an empirically driven taxonomy of leadership situations. Employing natural language processing, psychological situation characteristics were subsequently evaluated by leaders. Six dimensions—Positive Uniqueness, Importance, Negativity, Scope, Typicality, and Ease—constituted the taxonomy of psychological leadership situation characteristics derived from factor analyses of leader ratings. Clostridium difficile infection 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. In order to facilitate the measurement of situational perceptions, we constructed the Leadership Situation Questionnaire (LSQ), a 27-item instrument designed to evaluate six dimensions of psychological leadership situation characteristics. The LSQ was employed for initial explorations into the nomological network of psychological leadership situations, analyzing how these situations relate to leader personality traits, leadership conduct, consequences of those situations, and configurations of structural leadership cues. Existing leadership research is organized and future situation-related leadership hypothesis research is founded, thanks to the psychological leadership situation characteristics taxonomy and its accompanying measure, the LSQ, which also provides practical implications for leader assessment and development. Copyright 2023, the American Psychological Association holds exclusive rights to this PsycINFO database record.
Organizational researchers have analyzed multiple factors that lead to insomnia to ascertain methods to prevent insomnia and minimize its adverse implications within the professional environment. Nevertheless, the majority of investigations have concentrated on the precursors that lie outside the employee's sphere of influence. As a result, our comprehensive understanding of how employees can adjust their workplace actions to decrease insomnia symptoms and avoid the negative consequences thereof has been restrained. intramammary infection We examined in this study whether the expression of employee voice, a prosocial but psychologically taxing behavior within employee control, influences sleep quality and vice versa—how sleep quality impacts subsequent voice expression on the following work day. Following a twice-daily survey of 113 full-time employees over ten working days, we discovered that employees who vocalize support for advancement at work demonstrate increased positive feelings at the close of their workday, a more successful disengagement from work during the evening, and a reduced propensity for nocturnal insomnia. Employees who vocalize restrictive opinions at work were observed to exhibit heightened negative feelings at the conclusion of their workday, experience a diminished capacity to disconnect from work in the evening, and are more susceptible to encountering difficulties sleeping at night. 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. Employee sleep difficulties could possibly be lessened by controlling their engagement in pricey workplace behaviors, including vocal communications. The APA's PsycInfo Database, copyright 2023, reserves all rights for this record.
Supporting data affirms that the nature of work settings plays a role in impacting employees' mental and physical health. 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. The methodology employed in many prior investigations of the link between workplace conditions and well-being tacitly assumes that, in direct proportion to how negatively work quality degradation affects well-being, an enhancement of work quality will positively impact 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.