Journal of Organizational Behavior最新文献_第9页

Why Leaders' Daily Affect Fluctuation Inhibits Their Justice Rule Adherence: The Mechanism of Ego-Depletion and the Moderating Role of Gender 领导者日常情绪波动为何抑制其正义规则遵守：自我耗竭的机制及性别的调节作用

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-05-06 DOI: 10.1002/job.2890

Depeng Liu, Isabelle Yi Ren, Liangyu Wei, Guodong Cui, Xuhong Pang, Yiyi Yang, Zhaopeng Liu

{"title":"Why Leaders' Daily Affect Fluctuation Inhibits Their Justice Rule Adherence: The Mechanism of Ego-Depletion and the Moderating Role of Gender","authors":"Depeng Liu, Isabelle Yi Ren, Liangyu Wei, Guodong Cui, Xuhong Pang, Yiyi Yang, Zhaopeng Liu","doi":"10.1002/job.2890","DOIUrl":"https://doi.org/10.1002/job.2890","url":null,"abstract":"<div>\u0000 \u0000 <p>Justice literature has long documented how the level of leaders' high-arousal positive and negative affect at a certain point in the day influences their subsequent justice rule adherence. However, this approach overlooks the impact of fluctuations in leaders' affect (the magnitude of dispersion in leaders' affective states) throughout the day. As an essential step toward a more precise and nuanced theory, we adopt a more comprehensive and dynamic approach to examining the impact of leaders' affect. We first differentiate leaders' affect fluctuation within the high-arousal positive affect/negative affect category (daily positive/negative affect fluctuation) from affect fluctuation across affect categories in arousal (daily arousal fluctuation) and valence (daily valence fluctuation) throughout the day. Drawing on ego-depletion theory and implicit theories of leadership emotions, we hypothesize that leaders' daily affect fluctuation inhibits their daily justice rule adherence through the mechanism of ego-depletion. We also argue that these relationships are weaker for female leaders compared to male leaders. Analysis of interval-based experience sampling data collected from 83 managers suggested that leaders' daily positive affect fluctuation (but not daily negative affect fluctuation), daily arousal fluctuation, and daily valence fluctuation were positively related to their daily ego-depletion, which, in turn, decreased daily justice rule adherence. Furthermore, the results indicated that the indirect effect of leaders' daily valence fluctuation on daily justice rule adherence was weaker for female leaders compared to male leaders.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1346-1372"},"PeriodicalIF":6.8,"publicationDate":"2025-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145486911","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

Team Virtuality and Innovation: A Meta-Analysis of the Moderating Role of Team Design 团队虚拟与创新：团队设计调节作用的元分析

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-05-03 DOI: 10.1002/job.2889

Matthias Felix Sinnemann, Matthias Michael Weiss

{"title":"Team Virtuality and Innovation: A Meta-Analysis of the Moderating Role of Team Design","authors":"Matthias Felix Sinnemann, Matthias Michael Weiss","doi":"10.1002/job.2889","DOIUrl":"https://doi.org/10.1002/job.2889","url":null,"abstract":"<p>Organizations are dependent on the generation and implementation of new ideas to creatively solve the world's problems with innovative solutions. Simultaneously, organizations are increasingly facing heightened team virtuality, which describes the collaboration of geographically dispersed team members using electronic communication. In this context, prior research highlights both positive and negative consequences of team virtuality but has not come to a consensus on how it affects team innovation. Therefore, this meta-analysis synthesizes 167 effect sizes from 132 independent samples comprising a total of 7004 teams to obtain in-depth insights into the impact of team virtuality on team innovation. Considering the overall assessment of the relationship between team virtuality and team innovation, no significant effect could be revealed. By identifying potential moderators derived from the premises of the team effectiveness model, our results indicate that the relationship between team virtuality and team innovation varies with team composition, task design, and team context. As revealed through meta-analytic regression, the influence between team virtuality and team innovation is significantly moderated by task design (i.e., divergent vs. convergent) and the type of technology utilized by the teams (i.e., text-based vs. audio-based vs. video-based communication).</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":"867-888"},"PeriodicalIF":6.2,"publicationDate":"2025-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2889","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551057","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

Rise of the Dark Side: How Sleep Perception Triggers Dark Triad States at Work 黑暗面的崛起：睡眠感知如何在工作中触发黑暗三合一状态

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-04-29 DOI: 10.1002/job.2885

Evy Kuijpers, Jasmine Vergauwe, Sam Vanderperre, Olivier Mairesse, Joeri Hofmans

{"title":"Rise of the Dark Side: How Sleep Perception Triggers Dark Triad States at Work","authors":"Evy Kuijpers, Jasmine Vergauwe, Sam Vanderperre, Olivier Mairesse, Joeri Hofmans","doi":"10.1002/job.2885","DOIUrl":"https://doi.org/10.1002/job.2885","url":null,"abstract":"<div>\u0000 \u0000 <p>Although there has been a growing interest in studying the dark side of personality among working individuals, studies have predominantly focused on dark triad <i>traits</i>. However, to understand when employees turn to their dark side, it is crucial to gain insights into the specific factors that trigger dark triad <i>states</i>. Because the ability to regulate one's behavior in part relies upon periods of rest and recovery, impaired sleep might play a crucial role in understanding why and when dark triad expressions occur at work. Using a 10-day experience sampling method (ESM) design among 103 employees (<i>N</i><sub>repeated observations</sub> = 786), the current study tested (i) the within-person relationship between sleep perception (sleep quality and quantity) and dark triad states and (ii) whether distress tolerance mediates this relationship. The results indicate negative associations between sleep quality/quantity and each of the dark triad states. Moreover, distress tolerance partly mediates the relationship between sleep perception and overall dark triad states. These findings suggest that sleep-deficient employees are more prone to exhibit dark traits, contributing to insights on mitigating such expressions in the workplace.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 8","pages":"1120-1138"},"PeriodicalIF":6.8,"publicationDate":"2025-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145242931","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

Achievement Goal–Directed Mechanism Connecting Conscientiousness to Inefficacy: Evidence From Resting-State fMRI 成就目标导向机制将尽责性与无效性联系起来：来自静息状态功能磁共振成像的证据

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-04-29 DOI: 10.1002/job.2891

Zhengqiang Zhong, Han Ren, Song Wang

{"title":"Achievement Goal–Directed Mechanism Connecting Conscientiousness to Inefficacy: Evidence From Resting-State fMRI","authors":"Zhengqiang Zhong, Han Ren, Song Wang","doi":"10.1002/job.2891","DOIUrl":"https://doi.org/10.1002/job.2891","url":null,"abstract":"<div>\u0000 \u0000 <p>Inefficacy plays a crucial role in the manifestation of burnout, leading to various adverse outcomes for employees and organizations. Although previous studies have empirically demonstrated that individuals with high conscientiousness are less prone to experiencing inefficacy, this relationship remains undertheorized. Leveraging the theory of purposeful work behavior and the organizational cognitive neuroscience perspective, we provide a novel theoretical framework and develop a neurological index representing the achievement goal–directed mechanism connecting conscientiousness to inefficacy among employees. We conducted a survey involving 201 full-time working adults from diverse organizations, measuring their brains through structural MRI and resting-state fMRI. The results reveal that a neurological index indicative of the achievement goal–directed mechanism—specifically, resting-state functional connectivity of the bilateral medial prefrontal cortex with the left hippocampus (RSFC of MPFC-HC)—was negatively associated with inefficacy and positively associated with conscientiousness. Importantly, mediation analysis establishes that this neurological index partially mediates the relationship between conscientiousness and inefficacy. These findings carry significant theoretical and practical implications for addressing inefficacy in the workplace.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":"889-905"},"PeriodicalIF":6.2,"publicationDate":"2025-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551298","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

Wise Proactivity: Antecedents, Outcomes, and a Mechanism 明智的主动性：前因、结果和机制

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-04-28 DOI: 10.1002/job.2887

Ying Wang, Sharon K. Parker, Chia-Huei Wu, Mingjian Zhou, Jenny Liao

{"title":"Wise Proactivity: Antecedents, Outcomes, and a Mechanism","authors":"Ying Wang, Sharon K. Parker, Chia-Huei Wu, Mingjian Zhou, Jenny Liao","doi":"10.1002/job.2887","DOIUrl":"https://doi.org/10.1002/job.2887","url":null,"abstract":"<p>Being proactive involves taking personal initiative to change a situation or oneself. While research to date has paid considerable attention to the frequency with which individuals engage in proactive behaviors, less attention has been given to the ways in which people act proactively to garner positive outcomes. In this paper, we draw on the conceptualization of wise proactivity developed by Parker, Wang, and Liao in 2019 to construct a measure that captures employees' deliberate and thoughtful consideration of context, others, and self as they proactively initiate and pursue change in the workplace. Through a series of empirical studies, we investigate the key antecedents of wise proactivity, showing that it is predicted by wisdom and political skills. We also examine whether, and through what mechanism, wise proactivity affects the outcome of job performance. We show that wise proactivity predicts job performance above and beyond the frequency with which one engages in proactivity and does so because wise proactivity is perceived of as desirable. Our study highlights the value of shifting the focus in proactivity research and practice to explore how employees can engage in proactive behavior in a wise manner.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":"923-938"},"PeriodicalIF":6.2,"publicationDate":"2025-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2887","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551352","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

Understanding the Change Trajectories of Team Transition and Action Processes Over Time: A Regulatory Focus Perspective 理解团队过渡和行动过程的变化轨迹：一个监管焦点的视角

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-04-21 DOI: 10.1002/job.2878

Jia Li, Ci-Rong Li

{"title":"Understanding the Change Trajectories of Team Transition and Action Processes Over Time: A Regulatory Focus Perspective","authors":"Jia Li, Ci-Rong Li","doi":"10.1002/job.2878","DOIUrl":"https://doi.org/10.1002/job.2878","url":null,"abstract":"<div>\u0000 \u0000 <p>Team transition processes (i.e., teams' evaluation and planning activities for goal accomplishment) and team action processes (i.e., teams' activities directly contributing to goal accomplishment) have been long conceptualized as dynamic; yet there has been little understanding of what drives team process dynamics and what results from it. Drawing on team development and team regulatory focus research, we examine the change trajectories of transition and action processes in temporally bounded teams and antecedents and consequences of such trajectories. We posit that deadlines for output delivery shift team members' attention and effort from conceptualizing project ideas and forming task structures to implementing project ideas and executing team tasks, thus rendering team transition processes to decrease and team action processes to increase over time. The extent to which transition processes decrease and action processes increase over time is determined by team regulatory focus, as team promotion focus sustains team effort for improvement and accomplishment over time and team prevention focus constrains it. Given that transition and action processes both contribute to team performance, teams that experience a less decrease in transition processes or a greater increase in action processes over time will achieve higher team performance in the end. We conducted a longitudinal study with 125 four-person student teams engaged in a business simulation over 7 weeks and measured team processes weekly. Overall, results from latent growth modeling (LGM) support our hypotheses.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":"850-866"},"PeriodicalIF":6.2,"publicationDate":"2025-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551381","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

Negative Feedback as a Necessary Evil: Unpacking the Role of the Organization's Social Context 负面反馈是一种必要的邪恶：拆解组织社会背景的作用

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-04-09 DOI: 10.1002/job.2886

Akvilė Bouwens, Kathleen A. Stephenson, Sabrine El Baroudi, Svetlana N. Khapova, Sergey Gorbatov

{"title":"Negative Feedback as a Necessary Evil: Unpacking the Role of the Organization's Social Context","authors":"Akvilė Bouwens, Kathleen A. Stephenson, Sabrine El Baroudi, Svetlana N. Khapova, Sergey Gorbatov","doi":"10.1002/job.2886","DOIUrl":"https://doi.org/10.1002/job.2886","url":null,"abstract":"<p>Organizations face a persistent challenge: while negative feedback is essential for learning and performance, individuals often avoid giving it because of concerns about damaging workplace relationships. This creates a gap between organizational needs and individual behavior that existing explanations, focusing on how feedback givers assess recipients' emotions and motivations, fail to fully account for. We argue that resolving this challenge requires understanding how the organizational social context shapes whether individuals view negative feedback as merely uncomfortable or as a necessary practice worth the discomfort—a necessary evil. Drawing on the necessary evils literature, we conduct an in-depth qualitative study based on 98 interviews across three global public and private organizations. We identify two mechanisms—organizational authorization and individual imprinting—that shape how individuals engage in negative feedback. Our findings challenge the assumption that strong organizational support is required for negative feedback-giving. Instead, we reveal that individuals imprinted with feedback practices persist in giving negative feedback, even in unsupportive environments, and may even create structures to sustain it. These findings challenge prevailing theories of organizational influence, highlighting how past experiences can override present organizational contexts, and deepen our understanding of how necessary evils operate and persist in organizations.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1285-1304"},"PeriodicalIF":6.8,"publicationDate":"2025-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2886","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145486645","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

Customer-Oriented Boundary Spanning, Functional Diversity, and Customer Adoption 面向客户的边界跨越、功能多样性与客户接受

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-04-02 DOI: 10.1002/job.2884

André Wagner, Daan van Knippenberg, Lauren D'Innocenzo

{"title":"Customer-Oriented Boundary Spanning, Functional Diversity, and Customer Adoption","authors":"André Wagner, Daan van Knippenberg, Lauren D'Innocenzo","doi":"10.1002/job.2884","DOIUrl":"https://doi.org/10.1002/job.2884","url":null,"abstract":"<div>\u0000 \u0000 <p>For teams developing products or services to meet customer needs, customer adoption of team deliverables is core to their success. When such teams focus on complex, tailored deliverables, customer adoption can be expected to benefit from team information elaboration—the exchange, discussion, and integration of team members' knowledge and perspectives—to develop solutions for customer needs. We aim to shed light on how teams can focus on the customer's perspective within the elaboration process to drive customer adoption. We propose that whereas engaging with the customer's perspective is key to customer adoption, teams may only do this to a modest degree unless they are stimulated to put the customer perspective center-stage. Extending information elaboration theory by drawing on the attention-based view, we propose that customer-oriented boundary spanning—engaging with the customer to champion the customer's perspective within the team—strengthens the shared objective of serving the customer to guide information elaboration and increase the quality of knowledge work. We argue that this effect is moderated by team functional background diversity: increased attention to the customer's perspective guides teams to better use their informational resources and this benefit is stronger with greater functional background diversity. These predictions were supported in a field experiment with a customer-oriented boundary spanning intervention (<i>N</i> = 144 teams). Shared objectives and information elaboration sequentially mediated the effect of customer-oriented boundary spanning and the indirect effect from customer-oriented boundary spanning to customer adoption was stronger with greater functional diversity.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":"906-922"},"PeriodicalIF":6.2,"publicationDate":"2025-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551198","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

Creativity as a Function of Daydreaming and Cognitive Demands at Work: The Role of Openness to Experience and Neuroticism Personality States 创造力作为白日梦和工作中的认知需求的功能：经验开放性和神经质人格状态的作用

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-03-31 DOI: 10.1002/job.2882

Miguel Ibaceta, Hector P. Madrid, Roni Reiter-Palmon

{"title":"Creativity as a Function of Daydreaming and Cognitive Demands at Work: The Role of Openness to Experience and Neuroticism Personality States","authors":"Miguel Ibaceta, Hector P. Madrid, Roni Reiter-Palmon","doi":"10.1002/job.2882","DOIUrl":"https://doi.org/10.1002/job.2882","url":null,"abstract":"<p>Recent research in organizational behavior has begun to focus on the role of daydreaming in the workplace, which refers to the spontaneous shift of attention from the external environment to internally generated thoughts. Emergent research suggests that daydreaming evolving from cognitive demands at work may serve as a precursor to creativity. However, despite this incipient interest, whether, how, and why different forms of cognitive demands lead to discrete forms of daydreaming and, therefore, creative outcomes in organizations remain in their early stages. Drawing on the Situation-Based Contingency of the Personality Manifestation Model, we propose that personality states, specifically openness to experience and neuroticism, have a pivotal role in explaining the effects of problem-solving and monitoring demands on problem-constructive daydreaming and guilt and fear-of-failure daydreaming, which, in turn, have varying effects on creative thinking. Our hypotheses were tested using data from a daily diary study conducted over one workweek with professional employees across diverse organizations. This study contributes to the emerging literature on daydreaming and personality states in organizations by illuminating their role in fostering creativity within the workplace.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 8","pages":"1090-1106"},"PeriodicalIF":6.8,"publicationDate":"2025-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2882","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145243194","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

Up Close and Powerful: Leaders' Personal Sense of Power and Psychological Closeness to Their Team as Antecedents of Leader Humility, Subordinate Job Engagement and Trust 近距离和强大：领导者的个人权力感和与团队的心理亲密度是领导者谦逊、下属工作投入和信任的前因

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-03-28 DOI: 10.1002/job.2883

Patrick Liborius, Christian Kiewitz, Anna Faber

{"title":"Up Close and Powerful: Leaders' Personal Sense of Power and Psychological Closeness to Their Team as Antecedents of Leader Humility, Subordinate Job Engagement and Trust","authors":"Patrick Liborius, Christian Kiewitz, Anna Faber","doi":"10.1002/job.2883","DOIUrl":"https://doi.org/10.1002/job.2883","url":null,"abstract":"<p>Research on leader humility clearly attests to its positive consequences for followers' work-related outcomes, yet we have only limited knowledge about the antecedents that facilitate leaders expressing humility. Drawing from theoretical works on leadership and power, we posit that leaders' personal sense of power and their psychological closeness to their team constitute important antecedents of leader humility. Specifically, we reason that the impact of supervisors' sense of power on humble leader behavior is qualified by how psychologically close to their subordinates the supervisors deem themselves to be. We investigate the ramifications of this interaction for leader effectiveness by assessing its indirect effects on subordinates' job engagement and trust (via leader-expressed humility). We test our notions using data from 69 supervisors and their 210 direct subordinates from various organizations and industries in a multi-level, multi-source study. Results indicate that supervisors' sense of power relates positively to expressed humility for supervisors who report being close to their team but negatively for supervisors who do not feel close. Results also support our conditional-indirect-effects hypotheses involving job engagement and trust as work-related outcomes. We discuss the theoretical and practical implications for supervisors with a relatively low or relatively high personal sense of power.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1226-1246"},"PeriodicalIF":6.8,"publicationDate":"2025-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2883","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145486898","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