Power distance is a value that differentiates individuals, groups, organizations, and nations based on the degree to which inequalities are accepted either as unavoidable or as functional. ...Understanding power distance is especially important in organizational research because power is fundamental to all relationships, is inherent in hierarchical organizations, and affects many organizational processes and outcomes. We begin by reviewing existing value taxonomies and definitional elements of power distance. Next, we review theories and research linking power distance to micro and macro work-related outcomes. We conclude by identifying areas where additional organizational research on power distance is needed and, in doing so, provide an agenda for future research in this area. Our review highlights power distance as an important explanatory variable and boundary condition for many relations that organizational (not just cross-cultural) scientists examine.
Different Fits Satisfy Different Needs Greguras, Gary J; Diefendorff, James M
Journal of applied psychology,
03/2009, Letnik:
94, Številka:
2
Journal Article
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Integrating and expanding upon the person-environment fit (PE fit) and the self-determination theory literatures, the authors hypothesized and tested a model in which the satisfaction of the ...psychological needs for autonomy, relatedness, and competence partially mediated the relations between different types of perceived PE fit (i.e., person-organization fit, person-group fit, and job demands-abilities fit) with employee affective organizational commitment and overall job performance. Data from 163 full-time working employees and their supervisors were collected across 3 time periods. Results indicate that different types of PE fit predicted different types of psychological need satisfaction and that psychological need satisfaction predicted affective commitment and performance. Further, person-organization fit and demands-abilities fit also evidenced direct effects on employee affective commitment. These results begin to explicate the processes through which different types of PE fit relate to employee attitudes and behaviors.
Research on emotional labor focuses on how employees utilize 2 main regulation strategies-surface acting (i.e., faking one's felt emotions) and deep acting (i.e., attempting to feel required ...emotions)-to adhere to emotional expectations of their jobs. To date, researchers largely have considered how each strategy functions to predict outcomes in isolation. However, this variable-centered perspective ignores the possibility that there are subpopulations of employees who may differ in their combined use of surface and deep acting. To address this issue, we conducted 2 studies that examined surface acting and deep acting from a person-centered perspective. Using latent profile analysis, we identified 5 emotional labor profiles-non-actors, low actors, surface actors, deep actors, and regulators-and found that these actor profiles were distinguished by several emotional labor antecedents (positive affectivity, negative affectivity, display rules, customer orientation, and emotion demands-abilities fit) and differentially predicted employee outcomes (emotional exhaustion, job satisfaction, and felt inauthenticity). Our results reveal new insights into the nature of emotion regulation in emotional labor contexts and how different employees may characteristically use distinct combinations of emotion regulation strategies to manage their emotional expressions at work.
We integrated the proactive personality and the self‐concordance model literatures to hypothesize and test a model that explicates the processes through which proactive personality relates to ...employee life satisfaction, in‐role performance, and organizational citizenship behaviors (OCBs). Across 3 time periods, data were collected from 165 employees and their supervisors. Results indicated that more proactive individuals were more likely to set self‐concordant goals and attain their goals, which in turn predicted psychological need satisfaction. Psychological need satisfaction subsequently predicted employee life satisfaction, in‐role performance, and OCBs. Further, goal attainment directly predicted employee life satisfaction. Our results also indicated that proactive personality's relations with employee life satisfaction, in‐role performance, and OCBs were entirely indirect through goal self‐concordance, goal attainment, and psychological need satisfaction.
We introduce new leader humility scales capturing a theoretically rich conceptualization of leader-expressed humility aligned with traditional and ethically-grounded philosophies. These scales draw ...from recent inductive research (Oc et al., 2015) identifying nine dimensions of leader-expressed humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability and being correctable, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) empathy and approachability, (8) showing mutual respect and fairness, and (9) mentoring and coaching. The first three dimensions overlap with the most prominent conceptualization of leader-expressed humility in the literature (i.e., Owens et al., 2013). However, the latter six dimensions are unique and represent an expanded understanding of the humble behaviors of leaders, which have implications for leaders and their ethical behavior in organizations. We conducted three studies resulting in two versions of the leader-expressed humility measure: 1) a 27-item scale with the nine dimensions (i.e., the “Leader-Expressed Humility” LEH scale) and 2) a 9-item brief scale (i.e., the “Brief LEH” scale) comprised of one item from each of the nine dimensions. As an initial step, we generated a pool of items that reflected each dimension. Next, we validated the LEH and Brief LEH scales in Study 1 and cross-validated the Brief LEH scale in Study 2 with two samples of subordinates in Singapore. As a final step, in Study 3, we cross-validated the Brief LEH scale with a sample of subordinates in the United States.
The present investigation explored how emotional display rules at work differed as a function of discrete emotions and specific work targets. Display rules for the positive emotion of happiness were ...most likely to involve expressing the emotion as felt or expressing it with less intensity than is felt. Display rules for the negative emotions of sadness and anger were equally likely to involve showing nothing of the emotion or showing the emotion with less intensity than is felt. In contrast, display rules for fear, disgust, and contempt were most likely to involve showing nothing of the emotions. Furthermore, display rules differed across organizational targets, with the most control over emotional displays occurring for customer targets and the least control occurring for coworker targets. In sum, emotional display rules at work appear to be much more complex and nuanced than has been shown in previous organizational research.
Leader humility in Singapore Oc, Burak; Bashshur, Michael R.; Daniels, Michael A. ...
The Leadership quarterly,
02/2015, Letnik:
26, Številka:
1
Journal Article
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The theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian ...contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study 1, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N=307), we generalized our findings to a broader sample and explored how the nine dimensions fit with existing taxonomies. In addition to replicating all of the Western conceptual dimensions of humility, we identified five unique dimensions of behaviors indicative of leader humility in Singapore.
This study assessed the longitudinal relationship between perceived fit (i.e., person–organization fit, person–job fit) and affect‐based variables (i.e., job satisfaction, negative affect, positive ...affect) using momentary (i.e., within‐person level) and stable (i.e., between‐person level) assessments of both sets of variables. In doing so, we tested 3 theoretical models of the perceived fit and work affect relationship (i.e., fit preceding affect; affect preceding fit; reciprocal fit–affect relations) to determine (a) the antecedents and consequences of fit perceptions, (b) whether fit perceptions exhibit meaningful within‐person variability, and (c) if direct fit perceptions are simply the result of affect/job satisfaction at work or can influence such work experiences. In addition, we examined whether the relationships between affect/job satisfaction and fit perceptions were homologous (i.e., similar) across the 2 levels of analysis (i.e., within‐person and between‐person). Results indicated that fit primarily preceded affect and job satisfaction at both levels of analysis, though some specific relationships exhibited reciprocal causality and others supported affect as an antecedent of fit perceptions. Our findings paint a complex picture of the causal relationship between perceived fit and work affect.
Perceived Emotional Demands-Abilities Fit Diefendorff, James M.; Greguras, Gary J.; Fleenor, John
Applied psychology,
January 2016, Letnik:
65, Številka:
1
Journal Article
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The purposes of this paper are to introduce the concept of perceived emotional demands–abilities (ED–A) fit and develop theory about how it relates to other fit perceptions as well as employee ...well‐being and performance outcomes. ED–A fit is defined as the perceived congruence or match between the emotional demands of the job and one's abilities to meet those demands. In two studies using occupationally diverse samples from Western and Eastern cultures, we empirically distinguished perceived ED–A fit from other fit perceptions (i.e. person–organisation, demands–abilities, needs–supplies, person–group, person–supervisor). In addition, across the two studies, we found that perceived ED–A fit accounted for incremental variance in job satisfaction, work tension, felt inauthenticity, burnout, self and supervisor ratings of job performance, and psychological need satisfaction, controlling for the effects of other fit perceptions.
Understanding Performance Ratings Reb, Jochen; Greguras, Gary J
Journal of applied psychology,
01/2010, Letnik:
95, Številka:
1
Journal Article
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The present two studies integrate and extend the literatures on dynamic performance, performance attributions, and rating purpose, making several important contributions. First, examining ...attributions of dynamic performance, Study 1 predicted that performance mean and trend would affect judged ratee ability and effort and that performance variation would affect locus of causality; both predictions were supported by the results. Second, investigating the interaction between dynamic performance and rating purpose, Study 2 predicted that performance mean would have a stronger impact on administrative than on developmental ratings, whereas performance trend and variation would have a stronger impact on developmental than on administrative ratings; again, both predictions were borne out by the results. Third, both studies found that performance trend interacted with performance mean and variability to predict overall ratings. Fourth, both studies replicated main effects of dynamic performance characteristics on ratings in a different culture and, in Study 2, a sample of more experienced managers.
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