Journal of Organizational Behavior最新文献_第2页

Blessing or Curse? Understanding When and How Coworkers Negatively or Positively React to Leader Gratitude Expression 祝福还是诅咒？了解同事何时以及如何对领导的感激表达做出消极或积极的反应

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-06-07 DOI: 10.1002/job.70101

Bo Lv, Jie Xiao, Ping Jin, Hongyu Xue, Jiaxin Xue, Chenghao Men

{"title":"Blessing or Curse? Understanding When and How Coworkers Negatively or Positively React to Leader Gratitude Expression","authors":"Bo Lv, Jie Xiao, Ping Jin, Hongyu Xue, Jiaxin Xue, Chenghao Men","doi":"10.1002/job.70101","DOIUrl":"https://doi.org/10.1002/job.70101","url":null,"abstract":"<div>\u0000 \u0000 <p>While previous studies have mainly adopted a dyadic lens to examine the influence of leader gratitude expression, our research shifts the focus to a third-party perspective to understand coworkers' dual reactions to it. Drawing on the appraisal theories of emotion, our research identifies coworker trait psychological entitlement as a key boundary condition influencing their appraisals and subsequent responses. Specifically, we propose that, when observing leader gratitude expression directed at focal employees, coworkers with higher levels of psychological entitlement are more likely to appraise the gratitude as undeserving, leading to feelings of envy and, consequently, social undermining. In contrast, coworkers with lower levels of psychological entitlement are more likely to appraise the gratitude as deserving and feel admiration after observing it, thereby increasing affiliative citizenship behavior. We find support for our hypotheses in two field studies and a scenario-based experiment. Our research highlights the dual effects of leader gratitude expression within the broader social context involving coworkers, contributing to both the existing literature and managerial practice.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1160-1188"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148904162","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}

引用次数: 0

AI-Augmented Leadership: How, Why, and When Leaders' Collaboration With AI Enhances Team Performance 人工智能增强领导力：领导者与人工智能合作如何、为什么以及何时提高团队绩效

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-02-20 DOI: 10.1002/job.70070

Pei Liu, Daniel I. Watts, Xin Li, Xiaotian Wang, Aimei Li

{"title":"AI-Augmented Leadership: How, Why, and When Leaders' Collaboration With AI Enhances Team Performance","authors":"Pei Liu, Daniel I. Watts, Xin Li, Xiaotian Wang, Aimei Li","doi":"10.1002/job.70070","DOIUrl":"https://doi.org/10.1002/job.70070","url":null,"abstract":"<div>\u0000 \u0000 <p>With the growing integration of intelligent machines, leaders are increasingly collaborating with artificial intelligence (AI) to enhance their leadership effectiveness. The effects on leaders' teams, including how, why, and when leader-AI collaboration contributes to team performance, however, remain inadequately understood. Drawing from the model of work role performance, this study theorizes that leader-AI collaboration can support distinctive collective role-based functions (i.e., reducing team role overload, enhancing team reflexivity, and improving team role breadth self-efficacy). These role-based functions are posited to contribute significantly to team performance. Furthermore, we propose that leader age may amplify the positive relationships between leader-AI collaboration and each of the three team role-based functions. Across two multi-source and multi-wave surveys, our findings provide empirical support for the mediating roles of team reflexivity and team role breadth self-efficacy in the relationship between leader-AI collaboration and team performance. However, the mediating role of team role overload yielded mixed results. Additionally, leader age strengthened the positive relationships between leader-AI collaboration and both team reflexivity and team role breadth self-efficacy. These results underscore the benefits of leader-AI collaboration for teams and the potential advantages of older leaders in the digitalization era.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1228-1254"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148903684","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}

引用次数: 0

Being Left in the Dark: Leader Work-Related Secrecy, Psychological Contract Violation, and Employee Discretionary Behavior 被留在黑暗中：领导工作保密、心理契约违反与员工自由裁量行为

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-03-22 DOI: 10.1002/job.70084

Yating Wang, Ke Michael Mai, Michael L. Slepian

{"title":"Being Left in the Dark: Leader Work-Related Secrecy, Psychological Contract Violation, and Employee Discretionary Behavior","authors":"Yating Wang, Ke Michael Mai, Michael L. Slepian","doi":"10.1002/job.70084","DOIUrl":"https://doi.org/10.1002/job.70084","url":null,"abstract":"<div>\u0000 \u0000 <p>In organizations, leaders often have to keep work-related secrets to protect employees or prevent negative consequences of the information becoming known. Although a growing body of social psychological work examines how keeping secrets can influence one's psychological states, we know relatively little about how leader work-related secrecy can unintentionally affect employees. By integrating research on secrecy in the social psychology literature with psychological contract theory, the current studies examined how employees' perceptions of leader work-related secrecy may reduce their leader-directed discretionary behaviors (i.e., organizational citizenship behaviors and voice) through perceived psychological contract violation. These effects were especially pronounced among employees with a low propensity to trust. Results from two experiments (Study 1: <i>N</i> = 287; Study 2: <i>N</i> = 177) and a multisource multiwave field study (Study 3: <i>N</i> = 364 leader–member dyads) consistently supported our hypothesized model. Implications as well as directions for future research are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1109-1136"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148904262","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}

引用次数: 0

Mindfulness at Work: How Strong Is the Scientific Evidence? 工作中的正念：科学证据有多有力？

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-07-13 DOI: 10.1002/job.70110

Gwendolin B. Sajons, John Antonakis

{"title":"Mindfulness at Work: How Strong Is the Scientific Evidence?","authors":"Gwendolin B. Sajons, John Antonakis","doi":"10.1002/job.70110","DOIUrl":"https://doi.org/10.1002/job.70110","url":null,"abstract":"<div>\u0000 \u0000 <p>Are there benefits of mindfulness in the workplace? The answer is unclear. In this Point article, we argue that practice may be running ahead of robust scientific evidence. We highlight six systematic design and estimation challenges studies in the fields of management and applied psychology face: (1) Current survey studies are ill suited to inform policy because they do not employ designs that allow identifying causal effects. (2) The procedures used to explore <i>how</i> mindfulness may affect outcomes (i.e., mediating mechanisms) are inadequate for theory testing. (3) The majority of studies rely on self-report data instead of testing the effect of mindfulness on objective outcomes. (4) Intervention studies, typically considered the gold standard for causal evidence, often rely on self-selected employee samples, and (5) these studies also frequently use weak counterfactuals. (6) Finally, mindfulness reviews tend to be based on primary studies with clear methodological limitations, and methodological critiques are largely not reflected in research practice. We provide concrete recommendations for each of these issues and, where possible, highlight positive examples from the literature. We hope that these recommendations will inform future research and ultimately help organizations make better-grounded choices among competing interventions to foster employee health and well-being.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1257-1267"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148903787","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}

引用次数: 0

Dual Effects of Leader Pro-Group Unethical Behavior: The Role of Attribution in Shaping Employee Reactions 领导亲团队不道德行为的双重效应：归因在员工反应形成中的作用

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2025-12-01 DOI: 10.1002/job.70042

Mingyan Han, Jingyou Zhao, Hengbo Du

{"title":"Dual Effects of Leader Pro-Group Unethical Behavior: The Role of Attribution in Shaping Employee Reactions","authors":"Mingyan Han, Jingyou Zhao, Hengbo Du","doi":"10.1002/job.70042","DOIUrl":"https://doi.org/10.1002/job.70042","url":null,"abstract":"<div>\u0000 \u0000 <p>Shifting the focus from leader unethical pro-organizational behavior to leader pro-group unethical behavior, we examine how employees respond to such acts. Drawing on affective events theory and attribution theory, we develop a dual-pathway model to explain the paradoxical effects of leader pro-group unethical behavior on employees. Through a scenario-based experiment and a three-wave field study, we find that employees' reactions depend on how they interpret the leader's motivations. When employees believe that leader pro-group unethical behavior is motivated by a desire to benefit the group, this conduct is more likely to engender gratitude, which, in turn, elicits more proactive followership behavior and less negative gossip about the leader. Conversely, when employees perceive leader pro-group unethical behavior as self-serving, this conduct is more likely to evoke anger, which, in turn, increases negative gossip about the leader. Our findings highlight the importance of attributed motivations in shaping employees' paradoxical emotional and behavioral reactions to leader pro-group unethical behavior, encouraging further research into this complex phenomenon.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1073-1089"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148903855","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}

引用次数: 0

When Inviting Voice Backfires: How Leader Dominance Shapes Employee Responses to Voice Solicitation 当邀请声音适得其反：领导支配如何影响员工对声音邀请的反应

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-01-25 DOI: 10.1002/job.70052

Qi Song, Shibo Yang, Yang Chen, Shuang Ren, Yuxuan Guo

{"title":"When Inviting Voice Backfires: How Leader Dominance Shapes Employee Responses to Voice Solicitation","authors":"Qi Song, Shibo Yang, Yang Chen, Shuang Ren, Yuxuan Guo","doi":"10.1002/job.70052","DOIUrl":"https://doi.org/10.1002/job.70052","url":null,"abstract":"<div>\u0000 \u0000 <p>Researchers have long sought to identify how leaders' behaviors shape employees' willingness to speak up (employee voice) or withhold their opinions (employee silence). Research often has portrayed leader voice solicitation as a universally positive behavior that promotes employee voice while curtailing silence. Drawing on approach–avoidance systems theory, we challenge this prevailing assumption and propose that the effects of leader voice solicitation depend crucially on employees' perceptions of leader dominance. Specifically, we theorize that when leaders with low perceived dominance solicit input, employees interpret this behavior as an opportunity that activates inspiration (an approach-oriented emotion) and encourages voice. In contrast, when leaders with high perceived dominance solicit input, employees perceive this behavior as an ambiguous threat that triggers anxiety (an avoidance-oriented emotion) and results in silence. We provide evidence from an experience sampling study (Study 1) and a vignette experiment (Study 2) to support our hypotheses. Together, our findings offer a nuanced understanding of when and why leader voice solicitation can elicit employee voice or silence, thereby advancing theoretical insights into the complex dynamics of leader–follower communication.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1205-1227"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148904192","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}

引用次数: 0

Does Leader Feedback-Seeking Behavior Fuel Employee Voice? The Roles of Organization-Based Self-Esteem, Workplace Anxiety and Apparent Sincerity of Leader 领导寻求反馈行为是否会助长员工发声？组织自尊、工作场所焦虑与领导者表观真诚的作用

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-03-16 DOI: 10.1002/job.70078

Ming Lou, Eryue Teng, Amanuel G. Tekleab, Li Zhang, Yi Su

{"title":"Does Leader Feedback-Seeking Behavior Fuel Employee Voice? The Roles of Organization-Based Self-Esteem, Workplace Anxiety and Apparent Sincerity of Leader","authors":"Ming Lou, Eryue Teng, Amanuel G. Tekleab, Li Zhang, Yi Su","doi":"10.1002/job.70078","DOIUrl":"https://doi.org/10.1002/job.70078","url":null,"abstract":"<div>\u0000 \u0000 <p>Leader feedback-seeking behavior demonstrates leaders' openness to employee voice, but growing evidence suggests it may also be a source of stress, undermining employee initiative and performance. However, direct empirical investigations into the complex, dual-faceted relationship between leader feedback-seeking behavior and employee voice remain limited. Integrating social information processing theory and workplace anxiety theory, we develop a framework explaining how leader feedback-seeking behavior promotes and inhibits employee voice through two distinct pathways (organization-based self-esteem and workplace anxiety). Results from a multiwave, multisource field study (Study 1) and a multimethod design incorporating a US employee survey and a scenario-based experiment (Study 2) reveal that leader feedback-seeking behavior enhances employee voice through organization-based self-esteem, while exerting an inverted U-shaped indirect effect via workplace anxiety. Additionally, apparent sincerity of leader enhances both the positive and inverted U-shaped indirect effects of leader feedback-seeking behavior on employee voice. Our findings indicate that leaders can promote employee voice by sincerely seeking feedback from employees, but should be mindful that excessive feedback-seeking may elevate employees' workplace anxiety and ultimately undermine voice.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1090-1108"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148903714","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}

引用次数: 0

How Could I Have Served My Follower Better? A Counterfactual Thinking Intervention for Servant Leadership 我怎样才能更好地服务我的追随者？仆人型领导的反事实思维干预

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-04-23 DOI: 10.1002/job.70090

Ui Young Sun, Robert C. Liden, Nathan Eva

{"title":"How Could I Have Served My Follower Better? A Counterfactual Thinking Intervention for Servant Leadership","authors":"Ui Young Sun, Robert C. Liden, Nathan Eva","doi":"10.1002/job.70090","DOIUrl":"https://doi.org/10.1002/job.70090","url":null,"abstract":"<p>Evidence of the beneficial impacts of servant leadership, which prioritizes the fulfillment of followers' needs, abounds. However, we lack knowledge about how organizations can foster leaders to engage in servant leadership and cultivate its benefits. In this research, we examine how the functional theory of counterfactual thinking (FTCT), which highlights the positive implications of reflecting on alternative courses of action that could have been taken, informs an intervention approach to developing servant leadership. We contend that a leader's engagement in servant leadership toward a follower can be facilitated by having the leader participate in a counterfactual thinking intervention that encourages them to think about how they could have behaved differently to better serve the follower's needs in their past interactions. We term this intervention the counterfactual thinking intervention for servant leadership (CTISL). We also propose that the positive effects of CTISL on the leader's servant leadership extend to the follower's thriving and serving behaviors. To test these contentions, we conducted two pretest-posttest randomized experiments. In Study 1, we examined the effectiveness of the intervention and its effect on the leader's servant leadership intentions using a sample recruited via Prolific. In Study 2, we conducted a field experiment with a sample drawn from multiple organizations to examine the effects of the intervention on the leader's servant leadership and, in turn, on the follower's thriving and serving behaviors. The results supported our hypotheses. We advance the understanding of servant leadership development by demonstrating how insights from FTCT can be leveraged in organizational settings to cultivate servant leadership and its beneficial outcomes.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 7","pages":"1137-1159"},"PeriodicalIF":9.0,"publicationDate":"2026-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70090","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148904373","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}

引用次数: 0

Mindfulness at Work: Hope, Hype, and Healthy Skepticism 工作中的正念：希望、炒作和健康的怀疑

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-06-15 DOI: 10.1002/job.70111

Marie T. Dasborough, Changmeng (Melody) Xu

引用次数: 0

Contextualizing Mindfulness at Work: Strengthening the Scientific Evidence 工作中的正念情境化：强化科学证据

IF 9 2区管理学

Journal of Organizational Behavior Pub Date : 2026-09-04 Epub Date: 2026-07-12 DOI: 10.1002/job.70112

Darren J. Good, Christopher J. Lyddy, Kirk Warren Brown

引用次数: 0