In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a ...critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship. We tested our hypotheses using data gathered from 72 work teams and 354 individual members from 11 information and technology firms in China using a multiple-source, time-lagged research design. We found that the positive relationship between leader humility and team information sharing was significant and positive only within teams with a low power distance value. In addition, leader humility was negatively related to team psychological safety in teams with a high power distance value, whereas the relationship was positive yet nonsignificant in teams with low power distance. Furthermore, team information sharing and psychological safety were both significantly related to team creativity. We discuss theoretical and practical implications for leadership and work teams.
As part of the centennial celebration for the Journal of Applied Psychology, this article reviews the literature on organizational socialization and mentoring. Our review includes a comparison of ...organizational socialization and mentoring as processes for employee adjustment and development, the historical context that fueled the emergence of these two areas of study, and a chronological mapping of key foundations, trends, themes that emerged across time, and major milestones. Along the way, a special emphasis is placed on research published in the Journal of Applied Psychology and high impact work is highlighted. We conclude with a discussion of five areas for future research. Specifically, we outline ideas for bridging the socialization and mentoring literatures, better understanding and capturing dynamic processes across time, the development of multilevel theories and models, addressing causality, and considering the implications for organizational socialization and mentoring research based on how technology is changing the way we work.
Both perceived and objective measures of employee overqualification can impact job attitudes, various workplace behaviors, and work relationships. Utilizing motivation and capability-based ...theoretical approaches, this review summarizes research regarding the antecedents (demographic influences, personality traits, relational influences, job characteristics) and outcomes (individual health and well-being, turnover intentions and turnover, job performance, organizational citizenship behaviors, interpersonal relationships, innovative behaviors, counterproductive work behaviors, and career success) of overqualification. In addition, we review work done to date regarding the moderators and mediators of these relationships. Finally, we offer future directions for research.
The leader-member exchange (LMX) literature has established that leaders differentiate among their followers. Yet little is known about the effects of LMX differentiation (within-group variation in ...LMX quality). In this study, we contend that the effects of LMX differentiation on the employee outcomes of work attitudes, coworker relations, and employee withdrawal behaviors will be contingent upon the level of procedural and distributive justice climate. Data from 276 employees working in 25 stores of a retail chain in Turkey supported our hypotheses such that LMX differentiation was related to more negative work attitudes and coworker relations, and higher levels of withdrawal behaviors only when justice climate was low.
Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation ...theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes could be lessened while stimulating even higher performance. Hierarchical linear modeling results from a sample of 244 sales associates working in 25 stores of a Turkish retail chain show that empowerment ameliorated the negative effects of perceived overqualification on job satisfaction, intentions to remain, and voluntary turnover. Empowerment did not affect the positive relationship between perceived overqualification and objective sales performance.
Whistle While You Work Erdogan, Berrin; Bauer, Talya N.; Truxillo, Donald M. ...
Journal of management,
07/2012, Volume:
38, Issue:
4
Journal Article
Peer reviewed
Life satisfaction is a key indicator of subjective well-being. This article is a review of the multidisciplinary literature on the relationship between life satisfaction and the work domain. A ...discussion of top-down and bottom-up theories of life satisfaction is included, and the literatures on work-related antecedents of life satisfaction, the proximal mediators (quality of work life, quality of nonwork life, and feelings of self-worth), and consequences of life satisfaction were reviewed. A meta-analysis of life satisfaction with respect to career satisfaction, job performance, turnover intentions, and organizational commitment was performed. Each major section of the article concludes with a future opportunities subsection where gaps in the research are discussed.
In this study, we hypothesized that perceived overqualification would interact with person-organization fit (P-O fit) to predict extra-role behaviors toward coworkers (organizational citizenship ...behaviors targeting others OCBI and voice) and indirectly relate to advice network centrality. We collected data from 332 municipality services employees reporting to 41 supervisors in Istanbul, Turkey, across three timepoints and from three different sources. Tests of our model provided partial support for our predictions. Results revealed that perceived overqualification had negative main effects on OCBI and interacted with P-O fit to affect voice. Further, P-O fit moderated the indirect effects of perceived overqualification on advice network centrality such that there were significant negative indirect effects via OCBI only when P-O fit is low. Implications for the overqualification, perceptions of fit, and social network literatures are discussed.
Separate streams of organizational socialization research have recognized the importance of (a) newcomer proactivity and (b) manager support in facilitating newcomer adjustment. However, extant ...research has largely focused on the newcomers' experience, leaving the perspectives of managers during socialization relatively unexplored-a theoretical gap that has implications both for newcomer adjustment and manager-newcomer interactions that may serve as a basis for future relationship development. Drawing from the "interlocked" employee behavior argument of Weick (1979), we propose that managers' perception of newcomers' proactive behaviors are associated with concordant manager behaviors, which, in turn, support newcomer adjustment. Further, we investigate a cognitive mechanism-managers' evaluation of newcomers' commitment to adjust-which we expect underlies the proposed relationship between newcomers' proactive behaviors and managers' supportive behaviors. Using a time-lagged, 4-phase data collection of a sample of new software engineers in India and their managers, we were able to test our hypothesized model as well as rule out alternative explanations via multilevel structural equation modeling. Results broadly supported our model even after controlling for manager-newcomer social exchange relationship, proactive personalities of both newcomers and managers, and potential effects of coworker information providing. The implications of our findings for theory and practice are discussed.
We integrate relative deprivation and broaden and build theories to develop a process‐based model of perceived overqualification and its relationship with new employee adjustment via “broaden and ...build” mechanisms (i.e., reciprocal relationships between initial status and change trajectories in work‐related positive affect and perceived job autonomy). Additionally, we examine how new employee proactive personality may influence this process. Analyses of weekly survey responses from 331 new employees of a large financial institution throughout their first 90 days of employment revealed that those who felt overqualified generally experienced less work‐related positive affect and perceived less job autonomy when beginning their jobs (assessed the first week of employment) than their more qualified counterparts. Moreover, initial levels of perceived job autonomy were positively associated with adjustment outcomes (assessed at 90 days of employment) via linear change in positive affect over time (assessed weekly, up to 8 weeks of employment). These findings suggest that perceived overqualification may negatively influence newcomer adjustment by stunting broaden and build processes. However, proactive personality attenuated this effect. Theoretical and practical implications are discussed.
Proactive newcomers are more successful in terms of integration and job satisfaction, than newcomers who are less proactive. However, it is unclear whether contextual factors, such as the leadership ...style experienced by newcomers, matter. To address this gap in the literature, we gathered data at three times from 247 new employees across their first six months after joining a company in France. Given that past research has found that newcomers play an active role in their own adjustment process, in the current study we investigate how newcomer proactive behaviors relate to the key outcomes of job satisfaction, person-job fit, and person-organization fit. We examined the degree to which servant leadership moderated the proposed relationships. Results revealed that servant leadership generally benefited employee socialization outcomes, especially for employees low in proactive behavior. But at low levels of perceived servant leadership, followers were able to compensate for this leadership deficiency the more they engaged in proactive behaviors. Although proactive behaviors did not surpass servant leadership in relationships with job satisfaction, P-J, and P-O fit, follower proactive behaviors had the strongest relationships to these outcomes under conditions of low servant leadership. Specifically, the results suggest that newcomer engagement in proactive behaviors is especially important to newcomer adjustment when leaders exhibit low levels of servant leadership.
•Across their first six months on the job, new organizational members played an active role in their own adjustment.•Information seeking and general socialization relate to job satisfaction, person-job fit, and person-organization fit.•Servant leadership served as an important contextual boundary condition of these relationships.
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