Journal of Managerial Psychology最新文献

{"title":"The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships","authors":"Frankie J. Weinberg, Mary M. Hausfeld","doi":"10.1108/jmp-02-2023-0073","DOIUrl":"https://doi.org/10.1108/jmp-02-2023-0073","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>We examine the relationships between clients’ level of coaching readiness and trust in their executive coach and increases to both personal learning improved work performance. Distance relationships, the setting for this study, epitomize the norms of the New World of Work (NWoW), but also provide particular challenges for building trust and recognizing similarities between client and coach.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This study investigates distance coaching relationships in matched-pairs, longitudinal investigation of formal executive coaching.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Results support the proposed moderated mediation path. Findings reveal that both coaches’ perceptions of client readiness for coaching and client trust in coach each predict both client personal skill development and performance improvement.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>While important toward gaining a better understanding of the relational functioning of distance coaching relationships, inclusion of only distance relationships may truncate the generalizability of our findings.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The study’s findings have practical implications for organizations that invest in executive coaching with regard to the importance of evaluating the candidates' readiness for coaching before the assignment, trust-building throughout distance coaching relationships and perceptions of similarity on client coaching outcomes.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Distance relationships, the setting for this study, provide particular challenges for building trust and recognizing similarities between client and coach and the current investigation points to the relevance of these relational mechanisms to client outcomes. In so doing, this study explores how perceptions of deep-level similarity between a coach and client may serve as moderators of these relationships.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139754938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus","authors":"Melvyn R.W. Hamstra","doi":"10.1108/jmp-08-2023-0430","DOIUrl":"https://doi.org/10.1108/jmp-08-2023-0430","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers’ promotion and prevention focus on how much information they wish to review to help them choose.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers’ choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139925212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Why do employees craft their jobs: a qualitative analysis of job crafting motives from actor and observer perspectives","authors":"Xinyue Lin, Liang Meng","doi":"10.1108/jmp-05-2023-0279","DOIUrl":"https://doi.org/10.1108/jmp-05-2023-0279","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Despite its flourishing development since first proposed, job crafting literature has provided limited insights into why people craft their jobs. This study theoretically develops a two-dimensional integrative framework for the motives of job crafting, including orientation (self-oriented vs work-oriented vs other-oriented) and self-determination (autonomous vs introjected vs external) dimensions. We further investigate the specific motives of job crafting from actor and observer perspectives.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>We conducted two critical-incident recall surveys among 120 and 100 employees from varied sectors and organizations, who responded from the actor and observer perspective respectively. 395 and 299 valid open-ended responses were then collected and coded following the steps for content analysis.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Drawing from the proposed two-dimensional theoretical framework, we identified 16 specific job crafting motives from actor and observer perspectives.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Our findings remind managers to pay attention to employees' motives of job crafting and take appropriate managerial actions according to their varied motives.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>By incorporating job crafting from the motivation literature and identifying diversified motives that drive employees to engage in job crafting, this qualitative study contributes to both the job crafting literature and the broader application of self-determination theory in the field of organizational behavior.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139754736","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Psychologically gaining through losing: a metaphor analysis","authors":"Linda Du Plessis, Hong T.M. Bui","doi":"10.1108/jmp-12-2022-0629","DOIUrl":"https://doi.org/10.1108/jmp-12-2022-0629","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper conceptualises how managers psychologically experience and respond to crises via metaphor analysis.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This paper uses a discourse dynamics approach to metaphor analysis. Conceptual metaphors were analysed and developed into concept maps through 37 semi-structured interviews with senior managers from different portfolios within 16 public universities in South Africa after #FeesMustFall protests.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Five domains emerged, including (1) looming crisis, (2) crisis onset, (3) crisis triage and containment, (4) (not) taking action and (5) post-crisis reflection. These domains shape a framework for the crisis adaptation cycle.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This study suggests that organisations should pay more attention to understanding emotions in crises and can use the adaptation model to develop their managers. It shows how metaphors can help explain affective and cognitive experiences and how emotions shift and evolve during a crisis. Managers should be aware of early signs of the crisis and its potential impact on their business operation in the looming and recognition stages, analyse the situation and work collectively on possible actions to minimise losses and maximise gains.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This is a rare investigation into the emotions of senior managers in the public sector in a social movement and national crisis via unconventional research methods to advance cognitive appraisal theory in crisis management.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139754945","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"One-to-one coaching and coachee personality trait change","authors":"Rebecca J. Jones, Stephen A. Woods","doi":"10.1108/jmp-01-2023-0044","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0044","url":null,"abstract":"<h3>Purpose</h3>\u0000<p> A specific area of interest in the coaching literature is focused on exploring the intersection of personality and coaching; however, research has yet to explore whether coaching exerts reciprocal effects on personality traits (i.e. if personality trait change can accompany coaching). Utilizing the explanatory theoretical framing of the Demands-Affordances TrAnsactional framework (Woods <em>et al.</em>, 2019), we propose that coaching may indirectly facilitate personality trait change by firstly enabling the coachee to reflect on their behaviors, second, implement desired behavioral changes which consequently facilitate personality trait change.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A quasi-experiment was conducted to explore coaching and personality trait change. Students participating in a demanding, work-based team simulation (<em>N</em> = 258), were assigned to either an intervention group (and received one-to-one coaching) or a control group (who received no intervention). Personality traits were measured before and after coaching and positioned as the dependent variable.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Results indicate that participants in the coaching group exhibited significant changes in self-reported agreeableness, conscientiousness, extraversion and core self-evaluations, which all significantly decreased after coaching; however, no change was observed for the control group.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>We provide the first exploration of coaching and personality trait change, contributing to both the coaching literature, by providing evidence regarding the efficacy of coaching to facilitate personality trait change in coachees, and the personality literature, by highlighting coaching as an important tool for those interested in personality trait change. Our research also has implications for other interventions such as mentoring, as we provide support for the notion that interventions can support personality trait change.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139678978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theory","authors":"Qi He, Jingtao Fu, Wenhao Wu, Siqi Feng","doi":"10.1108/jmp-04-2023-0218","DOIUrl":"https://doi.org/10.1108/jmp-04-2023-0218","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Based on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Performance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Under the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139657720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managers","authors":"Luke Fletcher, Shaun Pichler, Lakshmi Chandrasekaran","doi":"10.1108/jmp-06-2023-0310","DOIUrl":"https://doi.org/10.1108/jmp-06-2023-0310","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Based on authentic leadership (AL) theory and research on lesbian, gay, bisexual and transgender (LGBT) workplace experiences, this study proposes that AL explains variance beyond transformational leadership (TL) in attitudinal outcomes for LGBT managers compared to non-LGBT managers. It is further predicted that core self-evaluations (CSEs) bound relationships between AL, LGBT status and outcomes.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A time-lagged survey of 193 LGBT and 218 non-LGBT (i.e. heterosexual and cisgender) managers was conducted. The first survey assessed respondents' evaluations of their leadership behavior and CSEs whereas the second survey, conducted one month later, assessed role engagement and career satisfaction.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Regression and moderation analyses revealed support for the hypotheses. AL seems especially relevant for LGBT leaders, particularly at low levels of CSEs.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Leadership development programmes emphasizing AL could be particularly beneficial for LGBT managers, especially those low in CSEs. Harnessing a leader’s sense of identity could help those who have been marginalized.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p> The current study proposes, explains and demonstrates that relationships between AL and leader outcomes will likely be different between managers with and without stigmatized identities, in this case those who are (not) LGBT.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139584213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The effects of illegitimate tasks on employee silence and voice behavior: moderated mediation model","authors":"Xiaolong Yuan, Feng Wang, Mianlin Deng, Wendian Shi","doi":"10.1108/jmp-10-2022-0509","DOIUrl":"https://doi.org/10.1108/jmp-10-2022-0509","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Based on conservation of resources (COR) theory, this study aims to examine the impact of daily illegitimate tasks on employees' daily silence and daily voice behavior, as well as the mediating role of daily ego depletion and the moderating role of trait mindfulness.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Through daily diary approach, 81 employees were followed for 10 consecutive workdays. Multilevel analysis was employed to examine the hypothesized relationships.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results showed that daily illegitimate tasks are positively related to daily silence behavior and negatively related to daily voice behavior; daily ego depletion plays a mediating role in these relationships. Trait mindfulness moderates the effect of daily illegitimate tasks on daily ego depletion and the indirect effect of daily illegitimate tasks on daily silence and daily voice.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Managers should be mindful of minimizing the assignment of illegitimate tasks. Additionally, it is recommended that the organization provide training courses for employees to help them reduce ego depletion. Finally, organizations should focus on fostering high levels of mindfulness among their employees.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to the existing literature by investigating the immediate impact of illegitimate tasks on employee voice and silence at within-person level. By doing so, it enhances comprehension of the consequences associated with illegitimate tasks. Meanwhile, this study offers additional insights into the underlying mechanisms and boundary conditions of the effect of illegitimate tasks from a resource perspective.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139421333","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification","authors":"Huihui Tang, Yan Liu, Raymond Loi, C. Chow, Ning Jiang","doi":"10.1108/jmp-01-2023-0040","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0040","url":null,"abstract":"PurposeThis study examines why and when nurses' role ambiguity leads to their work alienation during the COVID-19 pandemic.Design/methodology/approachSurvey data were collected from 335 hospital nurses in Ma’anshan, China. The data were analyzed using hierarchical regression and bootstrapping.FindingsOccupational disidentification mediated the relationship between role ambiguity and work alienation. This mediating effect was not significant when nurses possessed a high level of perceived climate of prioritizing COVID-19 infection prevention (PCIP).Practical implicationsTo reduce nurses' work alienation in a pandemic situation, the hospital management team should pay attention to and try to minimize the nurses' role ambiguity and occupational disidentification. When doing so, the management team will find it particularly helpful if they can make nurses perceive a strong climate of PCIP.Originality/valueThis study contributes to the existing knowledge of role ambiguity and work alienation by highlighting occupational disidentification as a mediator after controlling for organizational identification in the context of COVID-19. It further demonstrates when the mediating role of occupational disidentification is likely to be strong or weak by studying the moderating effect of perceived climate of PCIP.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139124794","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)","authors":"Abraham Cyril Issac, Amandeep Dhir, Michael Christofi","doi":"10.1108/jmp-05-2022-0217","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0217","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Mindfulness is the human ability to be fully present, aware of where we are and what we're doing. This study explores on the impact of mindfulness on different elements of knowledge management, knowledge creation, knowledge sharing and knowledge hiding.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The authors undertake an inductive reasoning approach whereby they try to generate themes from specific observations and conceptualize the theory of mindfulness and knowledge transfer.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>This study finds out that mindfulness critically facilitates an open environment and enhances the clarity of thought which aids in effective knowledge creation. Such a realistic understanding about the present scenario encourages employees to share knowledge and equips them to collaborate and effectively work in teams. Surprisingly, this study also finds that mindfulness increases the result orientation to the extent that employees tried to hide knowledge from their co-workers targeting certain self-desired outcomes. In other words, similar to knowledge creation and knowledge sharing, mindfulness increases agenda-based knowledge hiding.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The theory of mindfulness and knowledge transfer states that mindfulness increases knowledge creation, knowledge sharing and agenda-based knowledge hiding.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139069096","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}