Journal of Managerial Psychology最新文献

{"title":"Workplace incivility during organizational socialization: how new managers, varying in moral identity, perceive (mis)fit","authors":"Q. Nguyen, L. Vu","doi":"10.1108/jmp-11-2022-0587","DOIUrl":"https://doi.org/10.1108/jmp-11-2022-0587","url":null,"abstract":"PurposeThis study aims to investigate the mediating role of perceived person-organization (P-O) fit in the relationship between workplace incivility and affective organizational commitment (AOC) and the moderating effect of moral identity. The context is set in the organizational socialization process of externally hired managers.Design/methodology/approachA theoretical model was developed based on social identity theory. With the help of Alumni offices of 4 Master of Business Administration (MBA) programs in Vietnam, 461 MBA graduates recently hired as managers were invited to participate in the study. A time-lagged survey was conducted and resulted in data from 386 participants. Hypotheses were tested using latent moderated structural equation method (LMS).FindingsPerceived P–O misfit partially mediated the negative effect of workplace incivility on managers' AOC. The moderating impact of moral identity was also found such that the positive association between workplace incivility and perceived P-O misfit was stronger when moral identity was higher.Research limitations/implicationsThis study's limitations are threefold. First, the relatively new appearance of MBA programs in Vietnam made it difficult for us to conduct longitudinal research. Second, this study focused on MBA graduates as externally hired managers, a population that, as mentioned earlier, comes from a polite and respectful environment. Third, the current study mainly used self-evaluation to measure factors which might not be fully objective and reflect externally hired managers' situation. Future research could strengthen this method by equipping it with the evaluations of other organization members.Practical implicationsA clash of identities generated by value incongruence when externally hired managers experience incivility should be recognized and mitigated during socialization. More attention should be paid to managers with moral identities.Originality/valueThe study extends the organizational socialization literature in two ways. The first way is by elucidating how a negative organizational factor – workplace incivility – leads to socialization failures. The second way is by exploring the impacts of relatively new self-identity facets, including MBA graduates as externally hired managers and moral identity.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43367597","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 perceived overqualification on spouse undermining and support","authors":"Junwei Zhang, Ye Li, Yajun Zhang, Haitao Zhang, Jiao Tang","doi":"10.1108/jmp-05-2022-0249","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0249","url":null,"abstract":"PurposeBased on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.Design/methodology/approachA quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.FindingsResults revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.Practical implicationsThe research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.Originality/valueResearch on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46560177","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":"Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification","authors":"Y. Mao, Shuangyang Guo, Mei Xie, Jun Yu, Xuyuan Deng, Yingchao Li, Yuxi Zhai, Feng Kong","doi":"10.1108/jmp-07-2022-0355","DOIUrl":"https://doi.org/10.1108/jmp-07-2022-0355","url":null,"abstract":"PurposeThis paper aims to examine the day-to-day within-person associations between employees' flow experience and organizational identification within the rarely studied context of construction engineering project organizations.Design/methodology/approachIn this daily diary design, the authors surveyed 204 (Mage = 28.3, SD = 5.69) employees of a state-owned construction engineering project organization in southwest China via the online questionnaires comprising flow and organizational identification scales once daily on each workday for three consecutive weeks, which yielded 3,060 data entries. The authors then tested the temporal directionality between flow and organizational identification with multilevel time-series cross-lagged path analysis using Mplus 8.3.FindingsDaily flow experience was linked positively with same-day organizational identification. Importantly, flow experience on the previous day predicted organizational identification on a subsequent day, but not vice versa.Practical implicationsThis study suggests that construction engineering project managers should implement interventions fostering the employees' flow experience to promote organizational identification, with important implications for organizations aiming at flourishing workforces by facilitating organizational identification through implementing flow strategies.Originality/valueThere is a dearth of diary studies on flow and organizational identification specific to construction engineering project employees. The authors’ findings provide concrete evidence of the fluctuant nature of daily flow experience and organizational identification as well as their dynamic predictive pathway relationship.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43818834","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":"Conscientiousness and leader emergence: the mediating role of functional behaviors","authors":"Ling Tan, Jian Guan, Yongli Wang, Jingyu Wang, Wenjing Qian, Chundan Zheng","doi":"10.1108/jmp-04-2021-0240","DOIUrl":"https://doi.org/10.1108/jmp-04-2021-0240","url":null,"abstract":"PurposeDespite extensive research on personality and leader emergence, very little is known about the process by which employees become or emerge as leaders based on their performance. Integrating functional leadership theory and a behavior perspective, the authors aim to explore the parallel multiple behavioral mediators in the conscientiousness–leader emergence link.Design/methodology/approachBy integrating a field survey study and two experimental studies, the authors use parallel multiple mediation analysis to explore the mechanisms by which conscientiousness leads to high levels of leader emergence.FindingsConscientiousness is positively associated with employee leader emergence. Employee functional behaviors are positively associated with leader emergence. The authors consistently found that the effect of conscientiousness on leader emergence is primarily explained by increases in task- and change-oriented behaviors but not relations-oriented behaviors.Practical implicationsOrganizations can design relevant training programs to cultivate and enhance employees' functional behavior, as the study findings suggest that an effective way to translate employees' conscientiousness into their leader emergence is to improve their task- and change-oriented behaviors.Originality/valueThis research highlights the consistent and important role of employees' functional behaviors in the form of task- and change-oriented behaviors linking conscientiousness to leader emergence.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41632023","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 influence of multitasking on creative work involvement: a conservation of resources perspective","authors":"Jianfeng Yang, Peng Xie, Xiaodong Ming","doi":"10.1108/jmp-05-2022-0248","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0248","url":null,"abstract":"PurposeBased on conservation of resources theory, this study explored the relationship between multitasking and creative work involvement through the mediation of emotional exhaustion, taking regulatory focus as a first-stage moderator.Design/methodology/approachBased on a three-wave and two-source survey among a sample of 418 employees and 116 leaders, this study conducted multilevel analyses to examine the conceptual model.FindingsThe results showed that multitasking was negatively associated with creative work involvement and that emotional exhaustion mediated the relationship between multitasking and creative work involvement. Furthermore, promotion focus and prevention focus moderated the relationship between multitasking and emotional exhaustion and the indirect relationship between multitasking and creative work involvement via emotional exhaustion.Practical implicationsOrganizations can promote creative work involvement through interventions that reduce employees' multitasking or emotional exhaustion. In addition, supervisors should be aware of the different responses to multitasking exhibited by employees with different regulatory focuses and could potentially assign multiple tasks to employees with either a high promotion focus or a low prevention focus.Originality/valueThis study contributes to the literature on multitasking and creative work involvement by exploring whether and how multitasking is related to creative work involvement.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46702376","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":"Avoiding the scenario of “The farmer and the snake”: the dark side of servant leadership and an intervention mechanism","authors":"Riguang Gao, Bo Liu","doi":"10.1108/jmp-02-2022-0062","DOIUrl":"https://doi.org/10.1108/jmp-02-2022-0062","url":null,"abstract":"Purpose This study aims to reveal the potential dark side of servant leadership by exploring its differential impact on followers with varying degrees of Machiavellianism and to uncover the role of leader negative feedback as an intervention mechanism in attenuating this negative impact. Design/methodology/approach A three-wave survey with one-month intervals was conducted with 344 participants from different industries. Findings The results suggest that servant leadership triggered psychological entitlement among followers with high Machiavellianism, leading to organizational and interpersonal deviance, but only when negative feedback from the leader was weak. Practical implications When leaders implement servant leadership, they should beware of breeding psychological entitlement among highly Machiavellian followers, as this can activate their deviant behavior, and should make full use of negative feedback as an intervention mechanism. Originality/value This study is one of the first to use the self-evaluation perspective to examine the negative impact of servant leadership on follower behavior via attitude and to explore boundary conditions to overcome this effect.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135394965","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":"Beyond LMX: toward a theory-based, differentiated view of leader–member relationships","authors":"M. London, Judith Volmer, Jetmir Zyberaj","doi":"10.1108/jmp-10-2022-0513","DOIUrl":"https://doi.org/10.1108/jmp-10-2022-0513","url":null,"abstract":"PurposeThis conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.Design/methodology/approachThis study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.FindingsThe themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.Research limitations/implicationsEach theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.Practical implicationsThe model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.Originality/valueThe model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46922913","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":"Using necessary condition analysis in managerial psychology research: introduction, empirical demonstration and methodological discussion","authors":"Haien Ding, B. Kuvaas","doi":"10.1108/jmp-12-2022-0637","DOIUrl":"https://doi.org/10.1108/jmp-12-2022-0637","url":null,"abstract":"PurposeIn this paper, the authors aim to present a novel methodological tool – necessary condition analysis (NCA) to aid managerial psychology researchers in properly testing necessity statements.Design/methodology/approachThe authors employ NCA to analyze whether three basic psychological needs for autonomy, competence and relatedness are necessary for work engagement.FindingsThe authors illustrate the value and application of NCA by revealing that basic psychological needs for autonomy, competence and relatedness are necessary for work engagement, as proposed by self-determination theory (SDT).Originality/valueThe authors illustrate the importance of the sufficiency-necessity distinction and the relevance of a necessity logic in managerial psychology. They also discuss NCA's methodological implications for managerial psychology research, theory and practice.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47528613","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":"Political self-efficacy matters: an investigation of how and when leader political mentoring affects follower political behavior and promotability","authors":"Chen Zhao, Zhonghua Gao, Yonghong Liu, Ou Yang","doi":"10.1108/jmp-06-2021-0336","DOIUrl":"https://doi.org/10.1108/jmp-06-2021-0336","url":null,"abstract":"PurposeThe authors propose a new motivation construct, political self-efficacy, and investigate how and when leader political mentoring influences follower political behavior and promotability through political self-efficacy.Design/methodology/approachThe authors collected four samples to develop a scale for political self-efficacy and conducted two field studies of leader-follower dyads to examine the model.FindingsLeader political mentoring enhances followers' political behavior and promotability through increasing their political self-efficacy. These positive indirect effects are stronger when followers have a higher positive political perception.Originality/valueThis study integrates mentoring research with organizational politics literature and theorizes how a domain-specific self-efficacy—political self-efficacy, translates the positive impact of leader political mentoring on constructive behavioral and career-related outcomes.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42819275","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":"Co-worker undermining, emotional exhaustion and organisational commitment: the moderating role of servant leadership","authors":"A. Mostafa, Suhaer Yunus, Wee Chan Au, Z. Cai","doi":"10.1108/jmp-07-2022-0351","DOIUrl":"https://doi.org/10.1108/jmp-07-2022-0351","url":null,"abstract":"PurposeNot much is known about the conditions under which the negative relationship between co-worker undermining and employee outcomes may wax or wane. This study seeks to address this issue by analysing the role of leadership in mitigating the negative impact of co-worker undermining on employee outcomes. Drawing on expectancy violation theory (EVT), the study proposes that servant leadership will alleviate the association between co-worker undermining, emotional exhaustion and consequently organisational commitment.Design/methodology/approachTwo-wave time-lagged data were collected from a sample of 345 nurses working under 33 supervisors in a large public hospital in Malaysia. To account for the nested nature of the data, generalised multilevel structural equation modeling (GSEM) in STATA was used to test the hypotheses.FindingsAfter controlling for transformational leadership, co-worker undermining was indirectly related to organisational commitment via emotional exhaustion, and this indirect relationship was weaker when servant leadership was high.Practical implicationsOrganisations need to invest in interventions that help reduce co-worker undermining and put emphasis on promoting servant leadership.Originality/valueThe study extends the literature by introducing EVT as a new theoretical lens to analyse the consequences of co-worker undermining on employee outcomes. The study also addresses calls for research on the role of leadership in ameliorating the negative consequences of co-worker undermining.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47944573","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}