Despite the increasing popularity of managerial coaching in organizations worldwide, little is known with regard to how gender and culture may affect managerial behavior. The present study is the ...first empirical study on managerial coaching on a global scale. Based on social role theory, role congruity theory, and cross-cultural theory, we first expect female leaders to engage in more coaching behavior than male leaders. Second, we expect that male leadership, particularly coaching behavior, is more influenced by societal culture than female leadership. Survey data were obtained from more than 600,000 employees, assessing coaching behavior of more than 130,000 practicing managers from 51 countries/areas. Results support both expectations. Taken together, this study has advanced our empirical and theoretical understanding of managerial coaching on a global scale.
Abstract Information and communication technology (ICT) provides employees with convenience in communication. However, it also creates a preoccupation with and urges to respond quickly to ...work‐related ICT messages during nonworking time, which is defined as workplace telepressure after hours (WTA). Drawing on the job demand–resource model, conservation of resource theory, and workplace anxiety theory, this study explores how and when task interdependence and dispositional workplace anxiety affect WTA and how individuals cope with WTA. A total of 269 full‐time workers from an online survey panel completed questionnaires at three time‐points. We found that both task interdependence and dispositional workplace anxiety are positively related to WTA. The perception of pay‐for‐responsiveness moderates the relationship between task interdependence and WTA, such that the relationship is significant only for employees with a strong perception of pay‐for‐responsiveness. Others' approval contingency of self‐worth moderates the relationship between dispositional workplace anxiety and WTA, and the relationship is significant only for employees with high degrees of others' approval contingency of self‐worth. Finally, WTA arising from external work requirements or the internal pursuit of achieving work goals prompts employees to generate responsiveness coping strategies. Overall, these findings suggest that task interdependence and dispositional workplace anxiety are important factors affecting employees' WTA and highlight the importance of being responsive to WTA.
Multiple team membership refers to the extent to which team members are engaged in more than one team and switch between different teams. In order to reduce cost and improve efficiency, many ...organizations or work units allow their employees to work in different teams simultaneously. The purpose of this study is to examine how identity conflict and identity synergy of employees with multiple team membership may influence their innovative performance. Survey data were collected from 149 Chinese employees with multiple team membership. Hierarchical regression was used to test the hypotheses. The results show that identity synergy of employees with multiple team membership has a positive influence on innovative performance, and that self-reflection partially mediates this positive effect. Identity conflict of employees with multiple team membership has a negative impact on innovative performance, and self-reflection partially mediates this negative effect. This study stresses the importance of providing identity synergy and reducing identity conflict to increase the innovative performance of employees with multiple team membership.
Although plenty of evidence has shown a positive relationship between collective organizational citizenship behavior (OCB) and unit or organizational performance, the antecedents of collective OCB ...are still understudied. In this study, we identify corporate social responsibility (CSR) as a new antecedent of firm-level collective OCB. Furthermore, we develop a collective social identification approach to examining the mechanism through which CSR may enhance collective OCB. Specifically, we propose and test a sequential mediation model in which CSR promotes organizational prestige. Organizational prestige, in turn, increases employees' collective organizational identification and, consequently, enhances their collective OCB at the firm level. To test this model, we collected data from three different sources (i.e., HR director, CEO, and employees) from 160 firms in China. The results supported the hypotheses.
Previous research has found that gratitude expression from other can motivate employees to contribute more to organizational goals by displaying more OCB or higher work effort. We propose that, ...however, leader gratitude expression may also bring about benefits to the employees themselves by facilitating their self-development and long-term growth, which was ignored by researchers. Drawing on emotion as social information (EASI) theory, we examine the extent to which leader gratitude expression may enhance employees’ self-development behaviors, defined as proactive and self-starting behaviors that bring the focal employee learning opportunities, skill development and social integration. Using data collected from 182 MBA students from a university in Beijing, China (Study 1), and 255 organizational employees from a variety of industries (Study 2), we found that leader gratitude expression was positively related to employee work engagement, which in turn was positively related to three types of employee self-development behaviors (i.e. feedback-seeking from leader, feedback seeking from peer, and informal learning behavior). Furthermore, employee work engagement mediated the relationship between leader gratitude expression and the three employee self-development behaviors. These findings support the interpersonal benefits of leader gratitude expression on employees’ self-development behaviors, thus contributes to the literature of leader gratitude expression by identifying work engagement as a novel mechanism and self-development behaviors as novel consequences of it. Theoretical contributions and practical implications are discussed.
Communicating visions inspires followers' efforts by imbuing collective objectives with meaning, but it is not clear how leaders achieve this motivating effect. We argue that central to motivational ...influences of leaders' vision communication is a match between the motivational appeal in communication and followers' values. We test this proposition by focusing on followers' individualism-collectivism as moderators of the effectiveness of motivational appeals that are anchored in either personal interests (a match with individualistic values) or obligations to the collective (a match with collectivistic values) to inspire creativity in pursuing vision. From a vision-values match principle, we predict that communicating visions with a personal interest appeal inspires more creativity among individuals with stronger individualistic values by engendering followers' meaningfulness, and more so for vertical than for horizontal individualism whereas communicating visions relying on an obligation appeal is more effective for individuals with stronger collectivistic values, and more so for horizontal than for vertical collectivism. Results of an experiment (N = 115) and a field study (N = 304) were largely consistent with these propositions. We discuss broader implications of the vision-values match principle.
Although advice seeking has attracted increasing attention from scholars, research exploring the antecedents of advice seeking remains relatively sparse. To address this gap, this study focuses on ...evaluation sensitivity as an antecedent of advice-seeking behavior. We propose that the positive relationship between evaluation sensitivity and advice seeking is mediated by self-uncertainty, and that this mediation effect is in turn moderated by peer exclusion. Data were collected from 291 undergraduate students in eastern China through three waves. Analysis of these data revealed that evaluation sensitivity was positively related to advice seeking, and that this relationship was mediated by individuals’ self-uncertainty. Furthermore, peer exclusion moderated the indirect relationship between evaluation sensitivity and advice seeking via self-uncertainty, such that the indirect effect was significant only when peer exclusion was high.
Drawing on social influence theory, we propose and test a conceptual model explaining how, why, and when leader status may improve team performance. Based on multisource data from 250 team leaders ...and their supervisors and followers, we found that leader status is positively related to leader popularity and that the relationship between leader popularity and team performance is negatively moderated by leader narcissism, such that the relationship is positive only when leader narcissism is low. Furthermore, leader narcissism negatively moderates the indirect effect of leader status on team performance via leader popularity, such that the indirect effect is positive only when leader narcissism is low. The implications and limitations of our research are discussed.
Recent evidence has shown that a significant portion of the variance in work-family conflict (WFC) and work-family enrichment (WFE) can be attributed to the within-person level on a daily basis. ...However, we still need to know how leaders influence employees’ daily fluctuations in WFC and WFE. Drawing on the work-home resources model and behavioral plasticity theory, this study attempts to explore the cross-level effects of leader–member exchange (LMX) on employees’ daily WFC and WFE and the extent to which such cross-level effects are moderated by employees’ parental role commitment (PRC) and marital role commitment (MRC). Using ESM data from 80 full-time and married employees across 15 consecutive days, we found that LMX was positively related to daily WFE but was not significantly related to daily WFC. Furthermore, MRC moderated the relationship between LMX and daily WFC such that the relationship was negative and significant only for employees with low MRC. PRC moderated the relationship between LMX and daily WFE such that the relationship was positive and significant only for employees with low PRC. The contributions and implications of these findings are discussed.
In this study, we explore how and when abusive supervision may dampen two types of voice behavior: promotive and prohibitive voice. Drawing on social cognitive theory, we propose that employee voice ...self-efficacy (VSE) may mediate the negative relationships between abusive supervision and promotive/prohibitive voice. Furthermore, according to the conservation of resources theory, we argue that employees’ psychological resilience may buffer the negative indirect effects of abusive supervision on the two voice behaviors via follower VSE. Third, we propose that employees’ moral disengagement propensity (MDP) may attenuate the moderating effects of resilience, such that the buffering effects of resilience may occur only when MDP is low. We tested our conditional process model with time-lagged and multisource data collected from 656 employees and 99 supervisors in China. The results largely supported our hypotheses. Theoretical contributions and practical implications are discussed.
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