Business Commons^™

Leading From The Inside Out: A Meta-Analysis Of How, When, And Why Self-Leadership Affects Individual Outcomes, Kevin Knotts, Jeffery D. Houghton, Craig L. Pearce, Huaizhong Chen, Greg L. Stewart, Charles C. Manz

Faculty & Staff Scholarship

Whereas the predominance of leadership research has focused upon top-down influence processes, we examine the process of leading from the inside out, i.e., self-leadership. Based on a meta-analysis of 57 effect sizes and 16,493 observations, the overall results suggest that self-leadership is positively and strongly related to individual outcomes (ρ = .38). Results also help to clarify when self-leadership is most effective relative to outcome type, showing a stronger relationship between self-leadership and creativity/innovation than between self-leadership and task performance. We further explore the incremental value of cognitive self-leadership strategies over and above basic behavior-focused self-leadership. Our findings suggest that …

Accidents Happen: Psychological Empowerment As A Moderator Of Accident Involvement And Its Outcomes, Berrin Erdogan, Adnan Ozyilmaz, Talya N. Bauer, Onur Emre

Business Faculty Publications and Presentations

Research in the occupational safety realm has tended to develop and test models aimed at predicting accident involvement in the workplace, with studies treating accident involvement as the starting point and examining its outcomes being more rare. In the current study, we examine the relationship between accident involvement and a series of outcomes drawing upon a learned helplessness theory perspective. Specifically, we predicted that psychological empowerment would moderate the relationship between prior accident involvement and outcomes. We tested our hypotheses on a sample of 392 employees and their 66 supervisors working in an iron and steel manufacturing firm in Southern …

Trust In Organization As A Moderator Of The Relationship Between Self-Efficacy And Workplace Outcomes: A Social Cognitive Theory-Based Examination, Adnan Ozyilmaz, Berrin Erdogan, Aysegul Karaeminogullari

Business Faculty Publications and Presentations

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive …

Does Self-Efficacy Influence The Application Of Evidence-Based Practice?, Kathleen Abrahamson, Priscilla Arling, Jenna Gillette

Scholarship and Professional Work - Business

Background: Implementation of Evidence-Based Practice (EBP) is complex and consequently, even within organizations that have made efforts to promote EBP use, EBP is often underutilized by individual clinicians.

Purpose: The aim of our study was to better understand the relationship between self-efficacy and EBP implementation in clinical environments that have undergone efforts to increase EBP utilization. We suggest that EBP is a set of behaviors that result from individuals acquiring, applying, and sharing new knowledge with others in the organization. We hypothesize, based upon a social cognitive theoretical approach, that these behaviors are influenced by clinician perception of self-efficacy.

Methods: …

The Information Content Of Short Interest: A Natural Experiment, Tom Arnold, Alexander W. Butler, Timothy Falcon Crack, Y. Zhang

Finance Faculty Publications

Few studies have examined the relationship between customer injustice and employees’ retaliatory counterproductive behaviors toward customers, and those that have done so were conducted in a Western setting. We extend these studies by examining the relationship in a Singaporean context where retaliatory behaviors by employees might be culturally constrained. While the previously-established positive relationship between customer injustice and counterproductive behaviors was not replicated using peer-reported data from employees across two hotels in Singapore, we found that individuals’ self-efficacy and perceived social support moderated it. Specifically, the injustice-to-counterproductive behaviors relationship was positive for individuals with high self-efficacy, and for those who …