Journal of Organizational Behavior最新文献

{"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}

{"title":"How and when abusive supervision leads to recovery activities: The recovery paradox and the conservation of resources perspectives","authors":"Min-Hsuan Tu,&nbsp;Nai-Wen Chi","doi":"10.1002/job.2757","DOIUrl":"10.1002/job.2757","url":null,"abstract":"<div>\u0000 \u0000 <p>Decades of research have shown that abusive supervision hurts employees' well-being. However, little is known about whether employees can recover from abuse during their leisure time. Building on the perspective of recovery paradox and the conservation of resources (COR) theory, we theorize that as an intense social stressor, daily abusive supervision depletes employees' resources and triggers their need for recovery, which in turn reduces physical and social recovery activities but increases low-effort activities. We also propose that employees' <i>extraversion</i> influence employees' choices of recovery activities when facing a paradoxical recovery situation (i.e., feeling too exhausted to engage in active recovery activities. To test our hypotheses, we employed the experience sampling method to collect 1511 daily responses from 203 full-time employees. The results of the multilevel path analyses indicated that (a) abusive supervision increased employees' need for recovery, which in turn increased next-day positive moods via facilitating low-effort activities, and reduced next-day positive moods via inhibiting social activities; and (b) these indirect effects were strengthened for employees with lower (vs. higher) extraversion. Theoretical and practical implications are further discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 4","pages":"558-575"},"PeriodicalIF":6.8,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135475966","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":"Authentic action: A recipe for success or a minefield?","authors":"Mats Alvesson,&nbsp;Katja Einola","doi":"10.1002/job.2759","DOIUrl":"10.1002/job.2759","url":null,"abstract":"&lt;p&gt;Our academic field of leadership studies is plagued by an unscholarly obsession with fashions and clientelism. We have a pronounced penchant to tell our audiences what they like to hear and what makes us popular rather than what they need to know. Moreover, much of our work suffers from a chronic illusion that the study of leadership pertains to natural sciences and is governed by what to us at least appear to be highly elusive laws of causality. These two afflictions together skew the study of the fuzzy social phenomenon we have come to know as &lt;i&gt;leadership&lt;/i&gt;, towards understandings of a world that many find intellectually unappealing, ideologically loaded, and practically misleading.&lt;/p&gt;&lt;p&gt;Despite our skepticism towards authentic leadership theory (see Alvesson &amp; Einola, &lt;span&gt;2019&lt;/span&gt;, &lt;span&gt;2022&lt;/span&gt;; Einola &amp; Alvesson, &lt;span&gt;2021&lt;/span&gt;), we do think that authenticity should be a topic of inquiry within the field of leadership and organization studies. We want to encourage our colleagues to be what the Enlightenment scholar and poet, Schiller, referred to as &lt;i&gt;philosophical minds&lt;/i&gt; (Alvesson et al., &lt;span&gt;2022a&lt;/span&gt;) and use imaginative and novel approaches to conduct research in this area. In this article, we seek to both address some broader questions of what we suggest leadership studies is about—or rather could be about, and to engage directly with Helmuth, Cole and Vendette's article on &lt;i&gt;authentic action&lt;/i&gt; (Helmuth et al., &lt;span&gt;2024&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;We are certain that most students of leadership who believe in the power of positive psychology to inform what is indisputably a social and relational phenomenon probably mean well. However, good intentions, optimistic personal worldviews, and wishful thinking do not help when the looking glass reflects back the image of a confused human being, in search of—or trying to get away from—their true, authentic self when they need to adjust to working with a new boss with radically different values, blow the whistle on colleagues engaging in insider trading, or define a grand purpose for a fast-fashion company. Genuinely facing one's authentic self, in fact, can be difficult, scary, and intimidating for many of us—hence a common inclination &lt;i&gt;not to&lt;/i&gt; engage in this type of reflexivity, like Heidegger's influential work shows us.&lt;/p&gt;&lt;p&gt;We who read and write about &lt;i&gt;leadership&lt;/i&gt; in this and other similar journals are fortunate to live in a world of abundance and possibilities but also in a society where polarization, destruction, and conflict of all possible shades of black are paving the way to a looming apocalypse, as the Doomsday Clock symbolically indicates. We clearly need capable guidance, &lt;i&gt;leader&lt;/i&gt;-&lt;i&gt;ship&lt;/i&gt;. We use the hyphen to partly separate a word, leadership, we have come to consider as one to make an analytical distinction between its two parts. The study of etymology tells us that “leader” originates from a word that implies a &lt;i&gt;guide&lt;/i&gt; and t","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"136-141"},"PeriodicalIF":6.8,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2759","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135271730","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":"Anger for good? Unethical-behavior-targeted leader anger expression and its consequences on team outcomes","authors":"Shimin Zhang,&nbsp;Shenjiang Mo,&nbsp;Wu Liu","doi":"10.1002/job.2756","DOIUrl":"10.1002/job.2756","url":null,"abstract":"<div>\u0000 \u0000 <p>Although leader anger expression targeted at employees' unethical behavior is pervasive in the workplace, we still know little about its theoretical meaning and consequences. To address this theoretical blind spot, we drew on fairness heuristic theory to investigate whether, how, and when unethical-behavior-targeted (UB-targeted) leader anger expression affects team outcomes. Our findings from two time-lagged field studies suggest that a punishment-based distributive justice climate mediates the positive effects of UB-targeted leader anger expression on team organizational citizenship behavior (OCB) and team viability. Moreover, leader moral decoupling weakens these indirect relationships. Specifically, the indirect relationships are weaker when the leader separated judgments of performance from those of ethics. These findings highlight the importance of a fairness perspective in understanding the consequences of leader anger expression targeted at unethical behaviors.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"57-80"},"PeriodicalIF":6.8,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135666897","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":"Is authenticity a “true self,” multiple selves, behavior, evaluation, or a hot mess? Response to Helmuth et al.","authors":"Janaki Gooty,&nbsp;George C. Banks,&nbsp;Andrew McBride,&nbsp;Daan van Knippenberg","doi":"10.1002/job.2752","DOIUrl":"10.1002/job.2752","url":null,"abstract":"&lt;p&gt;We agree with Helmuth et al.'s (&lt;span&gt;2024&lt;/span&gt;) assertion that authentic leadership (AL) has had a meteoric rise in attention and continues to appeal to the hearts and minds of many scientists and practitioners. Helmuth et al. (&lt;span&gt;2024&lt;/span&gt;) further noted that AL is likely being applied in policy-related decisions, and as such, a renewed scientific conversation on the topic is warranted. That is, given the ubiquity of AL and its operationalization, the Authentic Leadership Questionnaire (ALQ), it is important that we as a community consider what exactly AL is (and is not), how we are measuring it, and what “good” might come of it. There has been no dearth of critiques of AL, and the concept is quickly rivaling emotional intelligence (Antonakis et al., &lt;span&gt;2009&lt;/span&gt;; Dasborough et al., &lt;span&gt;2022&lt;/span&gt;; Murphy, &lt;span&gt;2014&lt;/span&gt;) and Leader–Member Exchange (Gooty et al., &lt;span&gt;2012&lt;/span&gt;; Gottfredson et al., &lt;span&gt;2020&lt;/span&gt;; Schriesheim et al., &lt;span&gt;2001&lt;/span&gt;) in the attention (and criticism) it is garnering.&lt;/p&gt;&lt;p&gt;Despite noteworthy and unique new insights from Helmuth et al. regarding the separation of AL and authentic action, we suggest that this clarification is currently insufficient for building a strong theoretical foundation for the domain. In our response to the focal article, we first note some points of agreement, followed by points of disagreement and our view of the future of the popular but troubled concept of AL. As a preview of our counterpoint, we call for a deeper engagement with the assumptions underlying the notion of authenticity in the AL domain. This includes addressing a conflation of concepts (e.g., behaviors, evaluations of the intentions of the behavior, and evaluations of the behavior itself) and recognizing AL's reliance on the existence and knowability of a true self.&lt;/p&gt;&lt;p&gt;Such an engagement opens a dialectical view of authenticity (Nguyen et al., &lt;span&gt;2022&lt;/span&gt;). It remains to be seen if such a dialectical conceptualization of authenticity, while intriguing, is necessary in leadership science. If it is, questions remain regarding how it might be reconciled with and explored via the dominant empirical approaches that the mainstream leadership sciences are built on.&lt;/p&gt;&lt;p&gt;We agree with Helmuth and colleagues that a return to the theoretical foundations of authenticity is warranted. The roots of authenticity are in existential humanist philosophy, despite the argument (in Walumbwa et al., &lt;span&gt;2008&lt;/span&gt; and elsewhere) that it lies in social psychology or in positive psychology (Luthans &amp; Avolio, &lt;span&gt;2003&lt;/span&gt;). These arguments are somewhat misleading because the development of authenticity in social psychology (e.g., Kernis &amp; Goldman, &lt;span&gt;2006&lt;/span&gt;) explicitly drew from existential philosophical roots. Thus, we agree with Helmuth et al.'s contention that the roots of AL are in existential philosophy. Helmuth et al. draw on those roots to lay out a distinction between authenti","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"145-150"},"PeriodicalIF":6.8,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2752","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136114391","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":"Older workers' knowledge seeking from younger coworkers: Disentangling countervailing pathways to successful aging at work","authors":"Julian Pfrombeck,&nbsp;Anne Burmeister,&nbsp;Gudela Grote","doi":"10.1002/job.2751","DOIUrl":"10.1002/job.2751","url":null,"abstract":"<p>Increasing age diversity in the workplace has led to growing research attention to the knowledge transfer between older and younger employees. The existing literature on age-diverse knowledge exchange has mostly focused on knowledge transfer from older to younger employees as a means of knowledge retention. In this study, we change perspectives by aiming to understand how and when older employees' knowledge seeking from younger coworkers is related to their successful aging at work (i.e., the motivation and ability to continue working). Grounded in the self-regulatory process model of successful aging at work, we predict two countervailing pathways: a positive self-enhancing path via perceived learning and a negative self-protective path via embarrassment. In a time-lagged study with 764 older employees, we found that their knowledge seeking from younger coworkers was positively related to motivation to continue working and workability via perceived learning and negatively related to workability via embarrassment. We further examined older employees' positive intergenerational affect as a boundary condition and found a buffering effect on the negative path to workability. This research shows that knowledge transfer from younger to older employees is a net contributor to successful aging at work and embarrassment can be mitigated by positive intergenerational affect.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"1-20"},"PeriodicalIF":6.8,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2751","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135744501","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 dual-path model of observers' responses to peer voice endorsement: The role of instrumental attribution","authors":"Dan Ni,&nbsp;Mengxi Yang,&nbsp;Wansi Chen","doi":"10.1002/job.2754","DOIUrl":"10.1002/job.2754","url":null,"abstract":"<div>\u0000 \u0000 <p>Peer voice endorsement is widespread in the workplace. Drawing on social information processing theory and sociofunctional view, this paper proposes that observers' (both negative and positive) psychological and behavioral responses to peer voice endorsement depend on their instrumental attribution for peer voice. Specifically, when observers have a higher level of instrumental attribution, peer voice endorsement is more positively associated with status threat, in turn affecting observers' negative gossip. When observers have a lower level of instrumental attribution, peer voice endorsement is more positively associated with perceived peer competence, which in turn affects observers' role modeling proactive behavior. These results are largely supported by data from a multi-wave field study and two experimental designs. The theoretical and practical implications of this study and future research directions are presented.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"39-56"},"PeriodicalIF":6.8,"publicationDate":"2023-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135898451","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":"Opening new brokerage opportunities while closing existing ones: The Tertius Iungens orientation as a source of network advantage","authors":"Olli-Pekka Kauppila,&nbsp;Lorenzo Bizzi,&nbsp;David Obstfeld","doi":"10.1002/job.2753","DOIUrl":"10.1002/job.2753","url":null,"abstract":"<p>Organizational members face a motivational dilemma in influencing the social relationships of others: The organization benefits from high connectedness among employees, but personal advantages accrue to those who occupy brokerage positions between disconnected others. In this study, we draw on the organizational paradox perspective to argue that the reconciliation of these contrasting objectives lies in recognizing one's agency to facilitate connectedness (<i>closing</i>) within a social structure and the search for new connections (<i>opening</i>) as mutually supportive. Across two field studies, we examine how individuals' advantageous position in an organizational network emerges from the interplay between a <i>tertius iungens</i> orientation to join others in collaboration and network building to open new brokering opportunities. In Study 1, analyses of a sample of two-wave, cross-lagged panel data show that a <i>tertius iungens</i> orientation contributes to the number of outgoing ties to other actors via network building. Study 2 uses a network survey to add that a <i>tertius iungens</i> orientation is positively associated with incoming ties from others and network brokerage, and again, these relationships are mediated by network building. Overall, our results indicate that by increasing connectedness in their organizational social network, individuals simultaneously activate opening behaviors that facilitate the expansion of their network, thereby revitalizing their structurally advantageous position.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"21-38"},"PeriodicalIF":6.8,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2753","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135247590","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":"Self-ambivalence: Naming a contemporary work–family problem that has no name","authors":"Jenny M. Hoobler,&nbsp;Courtney R. Masterson,&nbsp;Kristie Rogers","doi":"10.1002/job.2750","DOIUrl":"10.1002/job.2750","url":null,"abstract":"<div>\u0000 \u0000 <p>As workers and family members, individuals ought to celebrate seemingly positive events (e.g., a promotion and the purchase of a home). Yet, the numerous identities that contemporary workers hold increase the likelihood of an event that is pleasant in one domain being problematic in another and more cognitively and affectively complex than anticipated. We theorize that these events are likely to prompt self-evaluations that are positive (“I'm a success!”) and negative (“I'm a failure.”) across one's identity set, with questions such as “Who have I become?” and “Is this who I ought to be?” The result is self-ambivalence, that is, a simultaneously oppositional orientation toward oneself. We view this as a contemporary cognitive and affective experience for which theorizing in work and family is largely absent. Our conceptual model begins with “work–family ought events,” events accompanied by both possibilities and limitations that prompt identity-related self-examination. We acknowledge the influence of multi-level social systems including organizational, societal, individual, and partner factors, which can intensify self-ambivalence. We propose the experience of self-ambivalence has implications for self-concept clarity and ultimately well-being in both the work and family domains and extend theory on this problem of self-ambivalence, a problem that heretofore “had no name.”</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 2","pages":"252-265"},"PeriodicalIF":6.8,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135538077","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}