Journal of Organizational Behavior最新文献

{"title":"How does work affect fathers' daily interaction with adolescents? An expanded self-regulation perspective","authors":"Kimberly A. French,&nbsp;Songqi Liu,&nbsp;Christine M. Ohannessian,&nbsp;Howard Tennen","doi":"10.1002/job.2770","DOIUrl":"10.1002/job.2770","url":null,"abstract":"<div>\u0000 \u0000 <p>The management of the daily rhythm of work and childrearing, two central responsibilities of working fathers, has received limited research attention. Drawing from an expanded self-regulation perspective, this study seeks to understand the within-person depletion and compensation mechanisms that explain how fathers' daily work experiences spillover to influence their next-day parenting interactions. We also posit that actual childrearing support by mothers and its unavailability may shape fathers' day-to-day caregiving rhythm by injecting resources and/or cuing demands for father parenting involvement. Using daily triadic data (<i>N</i> = 631 within-person observations) from 96 fathers, mothers and their adolescent children in the United States, we found that the lagged relationship between fathers' negative work events and next-day father–adolescent conflict was mediated by fathers' psychological distress. In addition, we found that negative work events were associated with increased father–adolescent routine activities the next day via time-based work–family conflict, but only when mothers worked the next day. We further found that negative work events were associated with decreased father–adolescent interactive activities the next day via psychological distress, but only when mothers provided less routine care than normal the next day. Our study portrays fathers juggling work and parenting as a sequenced balancing act. Importantly, incorporating mothers' daily work status and routine parent–adolescent interactions enriches our understanding of fathers' daily work-to-parenting spillover process.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 4","pages":"518-538"},"PeriodicalIF":6.8,"publicationDate":"2024-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139470026","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":"Investigating gendered reactions to manager mistreatment: Testing the presumed role of prescriptive stereotypes","authors":"Frank Mu,&nbsp;Winny Shen,&nbsp;D. Ramona Bobocel,&nbsp;Amy H. Barron","doi":"10.1002/job.2763","DOIUrl":"10.1002/job.2763","url":null,"abstract":"<p>Emerging research demonstrates that female managers who mistreat their subordinates suffer more severe negative consequences than male managers. Researchers presume this is because women (but not men) are penalized for acting incongruently with communality prescriptions (i.e., being insufficiently kind). However, integrating this work with the broader literature on gender and leadership, gendered reactions to mistreatment could also—or alternatively—be explained by incongruence with high agency proscriptions (i.e., being too dominant). We model these mechanisms simultaneously in a moderated mediation model across three studies, and find that employees are less trusting of female than male managers because they interpret interpersonal justice violations from women as incongruent with low agency prescriptions. Our results challenge a prevailing assumption in the mistreatment literature by revealing that female managers suffer more severe relational consequences than male managers because their violation of interpersonal justice is construed as excessively agentic, whereas these behaviors are viewed as similarly contravening communality for both male and female managers. By directly testing and correctly specifying the mechanism through which manager gender can shape social exchange processes in the aftermath of manager mistreatment, our studies have scientific and practical implications.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 5","pages":"720-740"},"PeriodicalIF":6.8,"publicationDate":"2024-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2763","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139373072","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":"Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior","authors":"Ui Young Sun,&nbsp;Haeseen Park,&nbsp;Seokhwa Yun","doi":"10.1002/job.2760","DOIUrl":"10.1002/job.2760","url":null,"abstract":"<div>\u0000 \u0000 <p>Drawing on uncertainty management theory, we propose that employees' uncertainty is a distinct key mechanism explaining the relationship between ethical leadership and employees' organizational citizenship behavior (OCB). We contend that ethical leadership, by promoting a work environment governed by moral principles, reduces employees' sense of uncertainty and thereby fosters their OCB. However, we suggest that leaders' close monitoring, which ethical leaders may utilize to be informed about employees' adherence to their moral standards, nullifies these positive implications of ethical leadership. To test these contentions, we conducted an online vignette study (Study 1) and a field study (Study 2). In Study 1, we found a significant and negative main effect of ethical leadership on employees' uncertainty, but this effect was negated when leaders' close monitoring was high. In Study 2, we replicated the findings—ethical leadership was negatively related to employees' uncertainty and this relationship became nonsignificant when leaders' close monitoring was high. In addition, uncertainty was negatively related to employees' OCB toward the organization (OCBO) but not their OCB toward individuals (OCBI). Consequently, uncertainty mediated the relationship between ethical leadership and OCBO, and this mediation was moderated by close monitoring. However, such mediation and moderated mediation did not occur for OCBI. Taken together, our research reveals that close monitoring is not a viable strategy to be implemented alongside ethical leadership for managing employees' uncertainty and fostering their OCB.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 5","pages":"702-719"},"PeriodicalIF":6.8,"publicationDate":"2024-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139373077","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":"“It doesn't make sense to stick with old patterns”: How leaders adapt their behavior to foster inclusion in a disruptive context","authors":"Susanne E. Beijer,&nbsp;Lena Knappert,&nbsp;Kathleen A. Stephenson","doi":"10.1002/job.2766","DOIUrl":"10.1002/job.2766","url":null,"abstract":"<p>Leader behavior is essential for creating inclusive organizations. The disruptive context of the COVID-19 pandemic forced many people to work remotely and leaders to cope with the disruption of their teams' workflows and work arrangements. However, fixed sets of leader behavior as well as stable and shared physical contexts are implicit assumptions in current knowledge and theorizing on inclusive leadership. Therefore, in this study, we first synthesize inclusive leadership literature with leader adaptability and context-sensitive leadership studies. Next, drawing on 47 interviews with leaders and their followers, we unravel how the enactment of aspired inclusive leadership behaviors was hampered due to the pandemic-related disruption, and explain how leaders adjusted their inclusive behaviors in response to these difficulties. From these findings, we develop a model that suggests rather than a static set of inclusive leader behaviors, inclusive leadership is enacted through the continuous adjustment on leaders' perceptions of the context and followers' feelings of inclusion.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 9","pages":"1315-1343"},"PeriodicalIF":6.2,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2766","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139080310","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":"Authentic reflections on authentic leaders and their actions: Introducing the point–counterpoint exchange","authors":"Marie T. Dasborough","doi":"10.1002/job.2765","DOIUrl":"10.1002/job.2765","url":null,"abstract":"&lt;p&gt;To be considered an authentic person, one must be seen as being “true” or “genuine” or “real” (Lehman et al., &lt;span&gt;2019&lt;/span&gt;). However, what exactly does this mean? In the case of leadership, this is a complicated question that has become even murkier with the emergence of various definitions of authentic leadership. In ChatGPT (which relies on a variety of sources), authentic leadership is defined as including self-awareness, transparency, consistency, empathy, relational focus, moral and ethical grounding, resilience, and positive role modeling (ChatGPT, &lt;span&gt;2023&lt;/span&gt;). Wow—that is a lot of components! This certainly goes beyond the meaning of “true” or “genuine” or “real” and beyond the four components represented in the commonly used measure of authentic leadership (ALQ: see Avolio et al., &lt;span&gt;2018&lt;/span&gt;; Walumbwa et al., &lt;span&gt;2008&lt;/span&gt;). Along with other scholars, I question how often and how many of these components we need to witness to perceive someone as an authentic leader? Clearly, there is room for scholarly debate about what authentic leadership is and is not. In this point–counterpoint (PCP) exchange, the authors of the focal article and commentaries do a deep dive into leader authenticity through a variety of lenses.&lt;/p&gt;&lt;p&gt;The focal article, by Helmuth and colleagues, raises questions over the utility of empirical authentic leadership research which they argue has mistakenly conflated authentic actions with the notion of authentic leaders. They present arguments highlighting that a single instance of authentic or inauthentic behavior from leaders does not make leaders wholly authentic (or inauthentic). Instead, these authors suggest that such actions contribute to shaping their authenticity over time, either enhancing or diminishing it. The key point made in the focal article is that authenticity should be attributed to actions over time, and not to the individual leaders themselves. Helmuth et al. conclude by presenting some potential pathways that scholars could take in the future to learn about authenticity within a leadership context. Following this focal article, a series of four commentaries are presented where scholars share their unique views on authenticity and authentic leadership.&lt;/p&gt;&lt;p&gt;In the first commentary, which happens to be the most skeptical in this PCP exchange, Einola and Alvesson pose questions about the nature of authentic leadership and about the focal article itself. In their conclusion, they ask “Is the article by Helmuth et al simply playing with semantics to save a shipwrecked theory from sinking?” They are not supportive of introducing a new measure to this field of study, but they are in favor of intellectual humility and “rocking of the boat” (even if only modest rocking).&lt;/p&gt;&lt;p&gt;The second commentary by Gardiner also calls for scholarly debate (yes, it is fun!) regarding how to study authentic leadership. Her reflections in this commentary stem from her doctoral student days when she e","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"117-118"},"PeriodicalIF":6.8,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2765","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138821437","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":"Confucian ideal personality traits (Junzi personality) and leadership effectiveness: Why leaders with traditional traits can achieve career success in modern China","authors":"Xiaoyu Ge,&nbsp;Xiaoming Li,&nbsp;Yubo Hou","doi":"10.1002/job.2764","DOIUrl":"10.1002/job.2764","url":null,"abstract":"<div>\u0000 \u0000 <p>The assumption of Confucian traditions being a handicap for East Asians when adapting to a modernizing world has been subject to challenge because of the rapid development of East Asian societies, which has prompted researchers to seek a culturally compatible perspective for understanding the foundations of East Asian modernization. This paper built a hypothetical model for indigenous theoretical resources. In <i>The Analects</i>, Confucius offered propositions on the links between leaders' Junzi personality (i.e., Confucian ideal personality traits) and leadership effectiveness, as well as the mediating roles of leadership styles. To test our hypotheses, we conducted two studies involving 513 supervisor–subordinate dyads in China. Study 1 indicated that Junzi personality had a significantly positive effect on leadership effectiveness and that such significance remained even after controlling for the Big Five personality traits. It also examined the incremental value and relative importance. Study 2 showed that ethical and transformational leadership mediated the effect of Junzi personality on leadership effectiveness measured two months later. In both datasets, leaders with higher Junzi personality scores assigned higher self-ratings on performance, and their subordinates perceived higher leadership effectiveness, felt higher job satisfaction, and displayed lower turnover intentions.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 5","pages":"741-763"},"PeriodicalIF":6.8,"publicationDate":"2023-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138965832","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":"The caring advantage: When and how parenting improves leadership","authors":"Leire Gartzia","doi":"10.1002/job.2762","DOIUrl":"10.1002/job.2762","url":null,"abstract":"<p>Leadership research is grounded in one simple principle: leaders care about followers' attitudes and emotions to achieve outcomes. Yet, how leaders develop these caring skills remains unidentified. The current study addresses parenting as a major, previously unaddressed antecedent of leadership effectiveness that involves experiences of care and emotional support to others (the children) transferred to work. Findings from matched field data of leaders who are parents and their employees confirm this approach and point to a fundamental omission in leadership studies: supportive behaviors that are critical for leaders involve experiences of care inherently developed in parenting roles. Consistent with work–family enrichment principles, leaders' parental experiences improved employee outcomes by facilitating supportive leadership behaviors, conditional on time spent in parenting (with supportive parenting styles but little time to be with children, the positive transfer from parenting to work was lower). These findings represent a clear contribution to leadership theory and practice and the many missed associations between leadership and family–work enrichment. They also provide novel insights and questions for advancing management theory with critical practical implications for leaders who are parents, calling for urgent designs of firm practices that are sensitive to parenting and other forms of unpaid care work to unleash leaders' caring potential.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 5","pages":"643-662"},"PeriodicalIF":6.8,"publicationDate":"2023-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2762","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138821436","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":"A multilevel model linking altruistic motivation to workplace safety: The role of servant leadership","authors":"Yimin He,&nbsp;Zitong Sheng,&nbsp;Mark Griffin,&nbsp;Xiang Yao","doi":"10.1002/job.2761","DOIUrl":"10.1002/job.2761","url":null,"abstract":"<div>\u0000 \u0000 <p>Previous research on the motivational factors of safety performance has predominantly focused on one's willingness to directly enact safety behaviors or safety-specific motivation. The current study extends beyond this view and examines an additional motivational force, altruistic motivation, as a main predictor of employees' safety performance at both individual and team levels. Further, we provide that servant leadership serves as a critical precursor of employee altruistic motivation. A sample of 416 nurses in 42 workgroups and their respective supervisors from a hospital in China completed a two-wave survey. Hierarchical linear modeling was used to analyze the data. The results indicated that altruistic motivation was positively related to safety performance at both individual and team levels, with a stronger effect at the team level, supporting a proportional theory of homology. Multilevel mediation results showed that servant leadership was positively related to altruistic motivation, which in turn positively led to safety performance at both individual and team levels. These findings highlight both the theoretical and practical importance of encouraging altruistic motivation to improve workplace safety.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 4","pages":"497-517"},"PeriodicalIF":6.8,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139229694","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":"Sexualize one, objectify all? The sexualization spillover effect on female job candidates","authors":"Laura Guillén,&nbsp;Maria Kakarika,&nbsp;Nathan Heflick","doi":"10.1002/job.2758","DOIUrl":"10.1002/job.2758","url":null,"abstract":"<p>We examined whether sexualizing a businesswoman impacts attitudes toward subsequently evaluated, nonsexualized females applying for a corporate managerial position. Research shows that sexualized women are perceived as less warm and competent (i.e., objectified). Integrating this work with research on social cognition, we hypothesized that the negative effect of sexualization “spills over” onto other nonsexualized women, reducing their hireability. Across two experiments, initially sexualized women were perceived as less warm and competent, as were subsequently evaluated nonsexualized female job candidates. In turn, these negative perceptions reduced the applicants' probability of being hired. Sexualization of women also increased intentions to hire a subsequently evaluated male candidate. The results were robust when we controlled for evaluators' gender and age. Our findings demonstrate that female job applicants can experience detrimental effects from sexually based objectification, even when they are not the individuals initially sexualized. We discuss implications for women's careers.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 4","pages":"576-594"},"PeriodicalIF":6.8,"publicationDate":"2023-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2758","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135390394","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":"We were all in it together: Managing work from home as dual-earner households with school-age children","authors":"Mina Beigi,&nbsp;Melika Shirmohammadi,&nbsp;Wee Chan Au,&nbsp;Chira Tochia","doi":"10.1002/job.2755","DOIUrl":"10.1002/job.2755","url":null,"abstract":"<p>We examine how professional dual-earner couples, with school-age children, who worked from home during the COVID-19 lockdown, adjusted to the changes it brought to their lives. To do so, we conducted a qualitative study of 28 dual-earner households that had at least one school-age child, resided in China, Iran, Malaysia, the United Kingdom, or the United States, and worked from home during their local lockdown period. In each household, we interviewed the parents (56 total), and we asked at least one child to draw their perception of their parents' work-from-home experience and narrate the drawing (31 total). Informed by work–home interface and family stress scholarships, we outline the resources and demands generated by working at home as a family, as well as the strategies families employed to manage their collective work from home. We extend work-from-home scholarship beyond the individual level by accounting for the roles of all collective members in the work-from-home experience. We complement the research that has studied individual- and couple-level work–family strategies by theorizing the supportive, attentive, relational, delegative, and compromising strategies families adopted to generate changes in resource-demand dynamics. In doing so, we introduce <i>family adaptive capability</i> for the context of adjusting to work from home and define it as a collective ability to initiate strategies to meet remote work demands with resources generated from the new work arrangement. At a practical level, the strategies presented in our work can inform employers of dual-earner couples and families experiencing similar dynamics.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 4","pages":"539-557"},"PeriodicalIF":6.8,"publicationDate":"2023-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2755","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135343368","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}