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- Constructive developmental theory; followers; LMX; leader-follower interactions; human resources (1)
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- Impression management; political skill dimensionality; performance ratings; human resources (1)
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- Job involvement; psychological contract violation; human resources (1)
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Articles 1 - 6 of 6
Full-Text Articles in Psychology
Unreplicable: The Unscientific Nature Of Science Journals, Ernest M. Oleksy
Unreplicable: The Unscientific Nature Of Science Journals, Ernest M. Oleksy
The Downtown Review
Academia shapes the way our species looks at veracity and defines what is deemed as well-founded science. The platform for researchers to make their work known is academic journals. The prerogative of these journals is to disseminate technically sound work so that the public may be informed of up-to-date advances in scientific fields. However, these journals are products on the market whose ultimate purpose is to garner a following that will make the producers money. This results in research that does not have statistically significant findings, or replications of past experiments which are integral to supporting the findings of the …
Putting Spearman's Hypothesis To Work: Job Iq As A Predictor Of Employee Racial Composition, Bryan J. Pesta, Peter Poznanski
Putting Spearman's Hypothesis To Work: Job Iq As A Predictor Of Employee Racial Composition, Bryan J. Pesta, Peter Poznanski
Business Faculty Publications
Job complexity and employee intelligence covary strongly. Likewise, race differences exist on mean IQ / g scores. Spearman’s hypothesis predicts that race differences on cognitive tests are mainly g differences, and that the former should covary with how well mental tests measure the latter. Here we use jobs as “mental tests,” and predict that as job IQ increases, the percent of White and Asian workers will increase, while the percent of Black workers will decrease. We found moderate to strong support for Spearman’s hypothesis across these three racial groups. We also found a very large correlation (.86) between job IQ …
Political Skill Dimensionality And Impression Management Choice And Effective Use, Robyn L. Brouer, Rebecca L. Badaway, Vickie C. Gallagher, Julita A. Haber
Political Skill Dimensionality And Impression Management Choice And Effective Use, Robyn L. Brouer, Rebecca L. Badaway, Vickie C. Gallagher, Julita A. Haber
Business Faculty Publications
Purpose The purpose of this study was to test a moderated mediation model of the dimensionality of political skill on influence tactic choice and performance ratings. Design/Mythology/Approach Dyadic data were analyzed using a mixed-method approach to account for any leaderlevel effects, as well as bootstrapping methods to account for the modest sample size (n = 116). Findings Social astuteness best predicted positive impression management (IM) over negative IM. Apparent sincerity interacted with positive impression management tactics to predict higher performance ratings, whereas interpersonal influence did not. Implications The findings support that socially astute individuals use more positive influence tactics in …
Exploring The Developmental Potential Of Leader-Follower Interactions: A Constructive-Developmental Approach, Sorin Valcea, Maria R. Hamdani, M. R. Buckley, Milorad M. Novicevic
Exploring The Developmental Potential Of Leader-Follower Interactions: A Constructive-Developmental Approach, Sorin Valcea, Maria R. Hamdani, M. R. Buckley, Milorad M. Novicevic
Business Faculty Publications
Researchers in leadership have long recognized the important role of leaders in developing the competencies of followers.More recently, however, scholars have begun to emphasize the pivotal role of followers in the development of leaders.We use constructive developmental theory (e.g., Kegan, 1982; Loevinger & Blasi, 1976) to suggest that both leaders and followers influence the development of the meaningmaking systems of their counterparts in leader–follower dyads. We argue that a combination of challenge – in the formof delegation, participation, and feedback – and support – in the form of positive leader–follower relationships – works to promote the development ofmore complex meaningmaking …
Who Cares? The Role Of Job Involvement In Psychological Contract Violation, Jason S. Stoner, Vickie C. Gallagher
Who Cares? The Role Of Job Involvement In Psychological Contract Violation, Jason S. Stoner, Vickie C. Gallagher
Business Faculty Publications
This study examined survey data from full-time employees employed in a variety of occupations. We empirically examined how psychological involvement with one’s job affects reactions to psychological contract violation. Data for control variables (i.e., age, gender, organizational tenure), the independent variable (i.e., psychological contract violation), and the moderator (i.e., job involvement) were taken at Time 1; and dependent variables (i.e., depressed mood at work, turnover intention) were taken at Time 2. Results illustrated that job involvement was an important construct in understanding individuals’ negative reactions to psychological contract violations. Implications and limitations are discussed, and suggestions for future research are …
Employee, Manage Thyself: The Potentially Negative Implications Of Expecting Employees To Behave Proactively, Mark Bolino, Sorin Valcea, Jaron Harvey
Employee, Manage Thyself: The Potentially Negative Implications Of Expecting Employees To Behave Proactively, Mark Bolino, Sorin Valcea, Jaron Harvey
Business Faculty Publications
Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the ‘dark side’ of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less …