Journal of Organizational Behavior最新文献

{"title":"The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions","authors":"Jack McGuire,&nbsp;Nicolas Bastardoz,&nbsp;Leonie J. Hentrup,&nbsp;David De Cremer,&nbsp;Jochen I. Menges","doi":"10.1002/job.2849","DOIUrl":"https://doi.org/10.1002/job.2849","url":null,"abstract":"<div>\u0000 \u0000 <p>Charisma is often attributed to leaders based on how they look, talk, and behave. Yet very little is known about the role of the physical environment in influencing attributions of leader charisma. The role of the physical environment is crucial because leaders inevitably occupy physical spaces that vary across contexts. In this research, we find that the grandeur of the physical environment, specifically in its ability to induce awe, enhances attributions of charisma for leaders who are not already known to be charismatic. First, in a field experiment, we show that a real business leader is attributed with more charisma when delivering a speech in an awe-inducing (vs. an ordinary) environment. In three follow-up experiments, we find that awe-inducing physical environments amplify charisma attributions and that this effect was diminished or absent for individuals already known for their charisma. Together, our findings contribute to the leadership literature by demonstrating the importance of the physical environment in influencing whether followers consider their leaders to be charismatic.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"580-602"},"PeriodicalIF":6.2,"publicationDate":"2024-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897233","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Employee Gender, Family-To-Work Conflict Bias, and Supervisor Ostracism: A Social Exchange Perspective","authors":"Jennica R. Webster,&nbsp;Gary A. Adams,&nbsp;Christian N. Thoroughgood","doi":"10.1002/job.2848","DOIUrl":"https://doi.org/10.1002/job.2848","url":null,"abstract":"<div>\u0000 \u0000 <p>Family-to-work conflict (FWC) bias captures an erroneous assumption that women have more FWC than men. Existing research has relied on a “lack of fit” perspective (i.e., women have less person–job and person–organization fit compared with men) to explain why this bias detracts from women's work outcomes. Building on this, we propose a novel social exchange cost explanation for these effects. We argue that FWC bias promotes a belief in supervisors that female subordinates are less reliable in fulfilling work duties and, therefore, less able to reciprocate resources invested in them. This concern, we maintain, is manifested in their diminished cognitive trust in their female (vs. male) subordinates. In turn, we argue that supervisors, because of their lower cognitive trust, will reciprocate by engaging in greater ostracism of their female (vs. male) employees. To test these predictions, we conducted three studies, including an experimentally randomized instrumental variable design, a multisource field survey using supervisor–subordinate dyads, and an experiment in which we utilized a bias-disrupting strategy. Overall, our findings suggest that women are perceived as having greater FWC than men, leading supervisors to have less cognitive trust in them relative to men, which in turn, manifests in greater ostracism of female subordinates.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"548-565"},"PeriodicalIF":6.2,"publicationDate":"2024-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897230","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Felt trust: Added baggage or added value? A critical review, constructive redirection, and exploratory meta-analysis","authors":"Bart de Jong,&nbsp;Allan Lee,&nbsp;Harjinder Gill,&nbsp;Xiaotong (Janey) Zheng","doi":"10.1002/job.2838","DOIUrl":"https://doi.org/10.1002/job.2838","url":null,"abstract":"<p>After decades of scholarly focus on studying trust from the <i>trustor's</i> perspective, there has been a rapidly growing interest in understanding trust from the <i>trustee's</i> perspective, with a particular focus on felt trust (i.e., a trustee's perception of being trusted by a trustor). The fundamental assumption underlying this trustee-centric perspective is that it complements the dominant trustor-centric perspective and enables a more comprehensive understanding of how trust manifests and operates in the workplace. Unfortunately, our critical review of 121 felt trust studies reported in 87 manuscripts reveals major problems in multiple areas (conceptualization, measurement, theorizing, and research methods) that limit this field's ability to achieve this potential. To remedy this, we build on existing frameworks, best practices, and exemplars from the (felt) trust and meta-perceptions literature to outline a constructive redirection of the field. We subsequently empirically test the field's fundamental assumption by meta-analytically exploring the distinctiveness and incremental validity of felt trust beyond other trust concepts. Taken together, our envisioned redirection and meta-analytic findings enable the field of felt trust to live up to its promise and enrich our understanding of organizational trust.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 2","pages":"288-313"},"PeriodicalIF":6.2,"publicationDate":"2024-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2838","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143363009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Trimming the fat: Identifying 15 underlying concepts from 26 in the social skills domain","authors":"Roxanne L. Ross,&nbsp;Allison A. Toth,&nbsp;Eric D. Heggestad,&nbsp;George C. Banks","doi":"10.1002/job.2846","DOIUrl":"https://doi.org/10.1002/job.2846","url":null,"abstract":"<p>A large number of concepts have been proposed to describe social skills and explain social goal attainment. In this work, we identified dozens of such concepts, which have been studied for many decades across a wide variety of social science disciplines. It has been suggested that the social skills literature lacks parsimony and conceptual clarity. We take stock of these challenges and describe their origins. We identify three conceptual limitations that impede progress studying social skills and social goal attainment: redundancy (i.e., jangle fallacy), conflation (i.e., haphazard mixing of different conceptual types), and drift (i.e., jingle fallacy). We used best practices for concept revision and development, assisted by the use of machine learning, to undertake domain-level conceptual clarification, analyzing 756 definitions across six decades of research. This process led us to propose 15 core social skills-related concepts (a 42% reduction). These concepts were located within the social skills framework to begin to depict how they might relate to one another during the pursuit of social goals. This paper contributes to theory by decluttering, organizing, and simplifying the messy and redundant social skills literature and, by doing so, improves theoretical clarity. We close by suggesting areas for future research.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"466-485"},"PeriodicalIF":6.2,"publicationDate":"2024-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2846","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Fresh as a daisy: Within-person associations between sleep, vitality, and self- and other-rated job performance","authors":"Loes Abrahams,&nbsp;Joeri Hofmans,&nbsp;Filip De Fruyt","doi":"10.1002/job.2844","DOIUrl":"https://doi.org/10.1002/job.2844","url":null,"abstract":"<p>From a resource perspective, employees' sleep quality, sleep duration, and feelings of vitality are believed to predict important work-related outcomes. However, many studies ignore the dynamic nature of the constructs or rely primarily on self-reported data. Including both self- and other-ratings of daily job performance, we examined the extent to which daily sleep quality and duration predict daily job performance, and whether these relationships are mediated by vitality. Student teachers (<i>N</i> = 165), internship supervisors (<i>N</i> = 97), and students (i.e., targets; <i>N</i> = 69 classes) participated in an experience sampling study with morning assessments of sleep duration and quality (<i>n</i> = 1,762 and <i>n</i> = 869), and two daily assessments of vitality (<i>n</i> = 2,207) and performance (self-, supervisor-, and target-rated; <i>n</i> = 2,160, <i>n</i> = 1,113, and <i>n</i> = 1,087). Multilevel path analyses suggested that 1) sleep quality but not duration predicted individuals' vitality and self- and target-rated job performance, 2) vitality was positively associated with performance according to each rating source, and 3) midday vitality did not predict afternoon performance, nor did it mediate the relationship between sleep and afternoon performance. Implications for theory and practice are discussed.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"448-465"},"PeriodicalIF":6.2,"publicationDate":"2024-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2844","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530625","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Flattering or embarrassing your boss? An integrated perspective on newcomers' ingratiation, supervisors' responses, and work outcomes","authors":"Shaoxue Wu,&nbsp;Michelle Xue Zheng,&nbsp;Dan Ni,&nbsp;Chong Chen,&nbsp;Manyi Wang,&nbsp;Wen Wu,&nbsp;Huaiyuan Zhai","doi":"10.1002/job.2843","DOIUrl":"https://doi.org/10.1002/job.2843","url":null,"abstract":"<div>\u0000 \u0000 <p>Ingratiation seems to be extremely useful in the initial stage of interpersonal interaction. Recently, scholars have drawn attention to the role of ingratiation in the special context of newcomer socialization, arguing that ingratiation can help newcomers build a positive image in the work setting. In this research, we first propose that two types of ingratiation—<i>excessive ingratiation</i> and <i>seamless ingratiation</i>—can be distinguished and develop a measurement instrument for them. Second, based on affective events theory, we explore how newcomers' excessive ingratiation and seamless ingratiation lead to different socialization outcomes by stimulating distinct emotional and behavioral responses from their supervisors. The results of two experiments and a multisource weekly survey conducted for 10 consecutive weeks reveal that newcomers' excessive ingratiation triggers supervisors' embarrassment and interaction avoidance, and ultimately hinders newcomer socialization; in contrast, seamless ingratiation evokes supervisors' pride and information sharing and ultimately promotes socialization outcomes. Supervisor narcissism weakens the relationship between excessive ingratiation and embarrassment but strengthens the relationship between seamless ingratiation and pride. Theoretical contributions, practical implications, and directions for future research are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"421-447"},"PeriodicalIF":6.2,"publicationDate":"2024-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Unveiling the nature of peer development groups: A systematic review, conceptual framework, and research pathways","authors":"Roman Terekhin,&nbsp;S. R. Aurora","doi":"10.1002/job.2845","DOIUrl":"https://doi.org/10.1002/job.2845","url":null,"abstract":"<p>This research provides a systematic review of the literature on peer development groups (PDGs), a promising yet underexplored tool for individual and leadership development. Despite the growing interest in PDGs from both scholars and practitioners, the field remains fragmented, with inconsistent terminologies and limited theoretical grounding. This review seeks to clarify the core components, boundary conditions, inputs, processes, and outcomes of effective PDGs in professional settings, addressing the confusion and gaps in existing research. By adopting an adjudication approach, we provide a comprehensive synthesis of the evidence regarding the defining characteristics of PDGs and their impacts on individual development. We propose a new, scholarly definition of PDGs as organized small groups consisting of members of perceived similar status and roles who regularly meet to foster mutual growth by providing a supportive environment and a flexible agenda. We develop a conceptual framework that links key variables influencing PDG effectiveness and offers actionable insights for both researchers and practitioners. Our findings highlight opportunities for future research and suggest practical implications for implementing PDGs in organizational settings, ultimately contributing to a more cohesive and theoretically informed understanding of this valuable developmental practice.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 2","pages":"314-332"},"PeriodicalIF":6.2,"publicationDate":"2024-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2845","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143362320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Only time will tell: How teams centralize their voice around competent members over time to perform better","authors":"Jing Wu,&nbsp;Subrahmaniam Tangirala,&nbsp;Daan van Knippenberg,&nbsp;Rui Shu","doi":"10.1002/job.2842","DOIUrl":"https://doi.org/10.1002/job.2842","url":null,"abstract":"<div>\u0000 \u0000 <p>We posit that time significantly impacts how voice—members' expression of work-related ideas—becomes unequally distributed within teams. Building upon insights from expectation states theory (EST), we propose that over time, voice becomes more centralized in teams, especially around members who are more competent than others. Moreover, we argue that teams whose members are higher in conscientiousness or openness to experience are better able to place more competent members in central speaking roles early on as well as progressively replace less competent members with more competent ones in those roles. Finally, we predict that, in comparison to teams that have egalitarian voice distributions, those that end up with more centralized voice distributions perform better when they give their most competent members more dominant speaking roles and perform worse when they do not. We found general support for these arguments in a study using four waves of data collected over time from 175 student project teams. Thus, we highlight how voice centralization does not always have negative consequences for teams but can benefit teams in certain circumstances. We discuss the implications of our findings for theory and practice.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"401-420"},"PeriodicalIF":6.2,"publicationDate":"2024-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives","authors":"Marie T. Dasborough","doi":"10.1002/job.2841","DOIUrl":"https://doi.org/10.1002/job.2841","url":null,"abstract":"&lt;p&gt;Diversity, equity, and inclusion (DEI) initiatives have become central to organizational strategies across various sectors. These initiatives, aimed at fostering a more inclusive and representative workplace, have sparked considerable debate among practitioners and scholars (Hellerstedt et al., &lt;span&gt;2024&lt;/span&gt;; Opoku-Dakwa &amp; Rice, &lt;span&gt;2023&lt;/span&gt;; Prasad &amp; Śliwa, &lt;span&gt;2024&lt;/span&gt;; Thomason et al., &lt;span&gt;2023&lt;/span&gt;). While some scholars are of the belief that DEI is a beneficial necessity for organizations, others have questioned how effective DEI initiatives really are and if they have any real long-term impact. Recently, tensions around these debates have risen and despite research advances, many challenges remain (DiTomaso, &lt;span&gt;2024&lt;/span&gt;; Roberson et al., &lt;span&gt;2024&lt;/span&gt;; Thomason &amp; Sitzmann, &lt;span&gt;2023&lt;/span&gt;). In this point–counterpoint exchange, we present two compelling perspectives on the current state and the future of workplace DEI programs.&lt;/p&gt;&lt;p&gt;In the first article, “DEI Programs' Emphasis on Symbolism: Causes and Consequences,” Ariel Levi and Yitzhak Fried examine the proliferation of DEI programs through a critical lens. The authors argue that societal pressures have driven organizations to adopt symbolic measures of diversity, such as mission statements and DEI units, which often focus more on appearance than substantive change. This symbolic emphasis, they suggest, results in unintentional adverse outcomes, such as allegations of insincerity and the recurrent establishment of progressively unattainable diversity objectives. The authors also highlight the risks of prioritizing visible diversity (e.g., race, gender) over deeper aspects of diversity (e.g., expertise), potentially undermining the true benefits of a diverse workforce. They champion a more circumspect approach to DEI program development and implementation.&lt;/p&gt;&lt;p&gt;The counterpoint article, “Despite the Haters: The Immense Promise and Progress of DEI Initiatives” by Christine Nittrouer, David Arena Jr., Elisabeth Silver, Derek Avery, and Mikki Hebl, promotes the positive impact and promise of DEI initiatives. They emphasize the historical roots of DEI initiatives and the significant progress that has been achieved. In the face of pushback and blowback by “the haters,” the authors underscore the empirical evidence supporting the effectiveness of DEI programs. They discuss various successful DEI initiatives that focus on both representation and inclusion and highlight the long-term benefits that emerge from such initiatives. By engaging in responsible science and gathering trustworthy data, the authors contend that the long-term benefits of DEI initiatives outweigh the possible short-term risks, presenting a hopeful outlook for the future of organizational diversity efforts.&lt;/p&gt;&lt;p&gt;The introduction of this counterpoint article begins with a quote by Voltaire that warns against allowing perfectionism to stand in the way of what is good. When I read t","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"170-171"},"PeriodicalIF":6.2,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2841","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143121134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Working from everywhere: The future of work and inclusive organizational behavior (IOB)","authors":"Andri Georgiadou,&nbsp;Mustafa Özbilgin,&nbsp;Banu Özkazanç-Pan","doi":"10.1002/job.2840","DOIUrl":"https://doi.org/10.1002/job.2840","url":null,"abstract":"<div>\u0000 \u0000 <p>The rapid digitalization of work, accelerated by the COVID-19 pandemic, has fundamentally transformed organizational behavior and necessitated a reconceptualization of inclusion in virtual spaces. This editorial synthesizes six groundbreaking studies that advance our understanding of inclusive organizational behavior (IOB) in digital contexts. Drawing on these contributions, we propose a novel, multilevel framework for digital IOB that integrates individual, group, and organizational factors shaping inclusive experiences in virtual and hybrid work arrangements. Key themes emerging from the studies include (1) reconceptualizing inclusion for digital contexts, (2) multilevel dynamics of digital inclusion, and (3) technology as both enabler and barrier to inclusion. Our framework conceptualizes digital IOB as arising from complex interactions between individual, group, and organizational factors, mediated and moderated by technological infrastructures and practices. We discuss theoretical and practical implications, highlighting the need for holistic, systemic approaches to fostering digital inclusion and outlining promising avenues for future research in this critical area.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 9","pages":"1307-1314"},"PeriodicalIF":6.2,"publicationDate":"2024-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2840","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142724220","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}