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We draw upon social functional theory of gossip to theorize that team gossip buffers the harmful effects of team abusive supervision on team performance and team voluntary turnover via a dual-path mechanism: aggressive team norms and affective team trust. To test our hypotheses, we conducted a multi-wave, multi-source field study with a sample of 111 work teams. The results largely supported our model, showing that team members' negative gossip about the abusive team leader is a powerful tool to mitigate abusive supervision's detrimental consequences for team effectiveness. [ABSTRACT FROM AUTHOR]

Ethical leadership is important for promoting ethical behaviors and prohibiting unethical behaviors enacted by employees in organizations. How and when do ethical leadership with different foci relate to employees' ethical and unethical behaviors? Drawing on the social cognitive theory of self-regulation, we propose that promotion-focused ethical leadership is positively related to ethical voice through moral awareness, while prevention-focused ethical leadership is positively related to workplace deviance through more disengagement. Moreover, we propose that when perception of leader moral decoupling is higher, the indirect relationship between promotion-focused ethical leadership and ethical voice via moral awareness is weaker, while the indirect relationship between prevention-focused ethical leadership and workplace deviance via moral disengagement is stronger. Using three-wave field survey data collected from a large company in China, we found supportive findings for our hypothetical model. In sum, our research unveils the differential implications of ethical leadership by taking its content into account and provides pertinent theoretical and practical insights into how to improve the effectiveness of ethical leaders. [ABSTRACT FROM AUTHOR]

The symposium includes four studies that advance leadership and team research by adopting secondary uses of meta-analytical data, including systematic reviews of meta-analyses, second-order meta-analysis, and identification of original studies using meta-analyses. Supported by a cloud-based meta-analysis platform, these studies have the potential to summarize and integrate diverse research topics in large fields such as leadership and team. A systematic review of team meta-analyses Author: Yanzhe Zhou; School of Labor and Human Resources, Renmin U. of China Author: Jingxian Yao; School of Economics & Management, Tongji U. Author: Ming Lou; School of Management, Harbin Institute of Technology Building a large primary-study pool from team meta-analyses Author: Ming Lou; School of Management, Harbin Institute of Technology Author: Yanzhe Zhou; School of Labor and Human Resources, Renmin U. of China Author: Yitong Li; Furen International School, Singapore Author: Zhaoli Song; National U. of Singapore Assembling pieces into a whole: A systematic literature review of leadership meta-analyses Author: Tao Su; Guangdong U. of Technology Author: Jinlong Zhu; Renmin U. of China Author: Piers Steel; U. of Calgary A second-order meta-analysis on leadership effectiveness Author: Xiaoyu Li; Renmin U. of China Author: Boyuan Ju; National U. of Singapore Author: Bo Li; Business School of Liaoning U. Author: Zhaoli Song; National U. of Singapore Author: Piers Steel; U. of Calgary Discussant Author: Ernest O'Boyle; Indiana U. [ABSTRACT FROM AUTHOR]

We theorize a dual-process model that explains the dynamic construction of entrepreneurial identity. We examine this dual-process model using a ten-wave longitudinal data collected from forty-one entrepreneurs over five months. Results suggested that entrepreneurial progress had a positive effect on subsequent entrepreneurial identity through both entrepreneurial passion and entrepreneurial effort. [ABSTRACT FROM AUTHOR]

Shared leadership is an emergent team property resulting from the distribution of leadership roles and influence across multiple team members, where different team members may share different leadership functions simultaneously or across different time points. Despite theories suggest that shared leadership is a dynamic process and an emergent team property, little is known about how shared leadership develops and evolves over time. Since shared leadership is gaining increased popularity in practice as a promising way to actively adapt to a team-based approach to work, studying shared leadership with a time-sensitive approach is urgently needed for more accurate understandings and better practical implications. In this symposium, we put forth a set of studies that examines the development trajectory, antecedents, and consequences of the dynamics of shared leadership from different approaches (e.g., latent growth cure, latent change score, and cross-lagged approaches) and different perspectives. In sum, these studies advance some new directions in shared leadership research and provide some examples for scholars and practitioners to better understand and investigate the dynamics of shared leadership. We hope this symposium can attract more attention to studying the dynamics of shared leadership and spawn a new genre of shared leadership research. * The Development of Shared Leadership in Entrepreneurial Teams: A Latent Growth Curve Approach * Presenter: Chu-Ding Ling; Renmin U. of China * Presenter: Nan Wang; Lingnan U. * Reciprocal Relationships between Shared Leadership and Team Coordination: A Cross-lagged Analysis * Presenter: Li Zhu; National School of Development at Peking U. * Presenter: Chunhua Chen; National School of Development at Peking U. * Presenter: Jinlong Zhu; Renmin U. of China * Shared Leadership and New Venture Performance: A Latent Change Score Approach * Presenter: Nan Wang; Lingnan U. * The Effects of Shared Leadership on Team Resilience and Creativity after Disruption Events * Presenter: Jinlong Zhu; Renmin U. of China [ABSTRACT FROM AUTHOR]

Will knowledge make CEOs more or less humble? Based on upper echelon theory and humble leadership research, this paper develops and examines a model that explains how the breadth and depth of knowledge, including career variety, education level, and elite education, independently and jointly influence CEO humble leadership. Using multi-source, multi-wave data collected from 175 listed firms of China, we found that both the breadth and depth of knowledge can influence CEO humble leadership behaviors, but their influence are distinct. Specially, the breadth of knowledge coming from various fields (represented by career variety) enhanced CEO's humble leadership behaviors, while the depth of knowledge in one area (represented by education level) was negatively related to CEO's humble leadership. In addition, we found that CEO's education level and elite education can both strengthen the positive relationship between career variety and CEO humble leadership. Directions for future research and managerial practices are discussed. [ABSTRACT FROM AUTHOR]

Derived from team leaders' role modeling effect, aggressive interpersonal norms have been hinted as a key mediating mechanism explaining the negative effects of team abusive supervision on team effectiveness. However, some evidence contradicts with the role modeling effect and the mediating mechanism of aggressive interpersonal norms, suggesting that team members may instead view the abusive team leader as a common enemy and thus refuse to emulate aggressive behaviors exemplified by the common enemy (i.e., the common enemy effect). We seek to solve the above theoretical tension and answer the following question: Why do team abusive supervision impede team effectiveness via generating aggressive interpersonal norms in some teams while not in other teams? To that end, we integrate self-categorization theory with social function theory of gossip to posit that team gossip, or the extent to which team members engage in negative gossip about the abusive team leader, serves as an important boundary condition. When team gossip is low, the role modeling effect prevails whereas when team gossip is high, the common enemy effect prevails. Our hypotheses regarding the role modeling effect and the common enemy effect are fully supported by a sample of 102 work teams using multi-wave, multi-source, and social network-based research designs. Theoretical and practical implications for abusive supervision and workplace gossip are also discussed. [ABSTRACT FROM AUTHOR]

Although humor has been regarded as an important component of effective leadership, little is known about how leader humor influences team-level outcomes, especially team creativity. Drawing upon social information processing theory and regulatory focus theory, we developed a theoretical model that explained whether, why, and when leader humor would improve team creativity. We tested our model using data collected from 718 team members affiliated with 131 work teams of a clinical laboratory company using a multi-wave and multi-source research design. Our results showed that leader humor increased team creativity through the sequential mediating effects of two team emergent states, namely emotional culture of joviality and collective promotion focus. Further, leader expressed humility strengthened the effects of leader humor on emotional culture of joviality as well as the indirect effects of leader humor on team creativity. We discuss theoretical and practical implications for leadership and team creativity. [ABSTRACT FROM AUTHOR]

The literature on abusive supervision has prominently focused on the consequences for victims while overlooking potential responses that leaders may have to their own abusive behaviors. Drawing from the literature on moral cleansing and moral courage, we develop and test a reparative response model that identifies the psychological mechanism and boundary condition under which perpetrating abusive supervisor behavior affects how leaders subsequently behave toward their subordinates. Results from two experience sampling studies show that, within leaders on a daily basis, perpetrating abusive supervisor behavior leads to an increase in experienced guilt, which in turn subsequently motivates more constructive task-oriented (initiating structure) and person-oriented (consideration) leader behaviors. In addition, leader moral courage strengthens the within-person indirect effects of perpetrating abusive supervisor behavior on consideration behaviors via experienced guilt. Our research contributes to the theoretical understanding of leaders' responses toward engaging in abusive behavior and provides insight into how destructive leader behaviors may, paradoxically, trigger more constructive behaviors. [ABSTRACT FROM AUTHOR]

Although entrepreneurship research has emphasized the importance of entrepreneurial identity, little is known about how entrepreneurial identity is constructed. We draw on identity theory to theorize and examine a dual-process model that explains the dynamic construction of entrepreneurial identity of nascent entrepreneurs. We hypothesize that small wins in terms of perceived entrepreneurial progress facilitate the construction of entrepreneurial identity through both an affective process and a behavioral process. The dual-process model was largely supported by a 10-wave longitudinal study conducted with 41 entrepreneurs every half-month over five months (335 observations). Perceived entrepreneurial progress had a positive effect on subsequent entrepreneurial identity. Both entrepreneurial passion and entrepreneurial effort mediated the effect of perceived entrepreneurial progress on subsequent entrepreneurial identity. Overall, our findings establish the dynamic nature of entrepreneurial identity of nascent entrepreneurs and provide a new theoretical perspective to understand the dynamic processes underlying construction of entrepreneurial identity over time. [ABSTRACT FROM AUTHOR]

Shared leadership is a type of team leadership structure through which multiple team members perform team leadership functions in their pursuit of team goals. In the current study, we develop a multilevel model that explains the role of communication networks in the formation of shared leadership and its underlying individual-level process through interpersonal trust. We further investigate the effect of shared leadership on team performance. We examined this model by using multisource, multiwave data collected from 312 executive MBA members of 64 project teams participating in an enterprise simulation. Results revealed that individual communication network centrality had a positive effect on informal leader emergence via interpersonal trust network centrality. Team communication network structure influences team leadership structure, which in turn influences objective team performance. Our study advances shared leadership research by using a multilevel approach to explain the effects of communication networks on the formation of shared leadership and by showing the effect of shared leadership on objective team performance. [ABSTRACT FROM AUTHOR]

In this study, we investigated the effect of personal recognition on the proactive customer service performance. We proposed a dual process model that identifies both motivational and affective meditation mechanisms. Based on proactive motivation model, we proposed intrinsic and prosocial motivation as the reason to motivations of proactive performance. We further proposed proactive personality and competence as the can do moderators that facilitate the translation of the effects of motivations and positive affect to proactive customer service performance. Using multi-source data collected from 200 nurses in China, we found that personal recognition on a given work episode positively influenced nurse's proactive customer service performance on the next work episode. The relationship was mediated by prosocial motivation, but not intrinsic motivation and positive affect. The positive indirect effect through prosocial motivation was stronger when the nurses' proactive personality or competence was higher. This study showed that personal recognition can be an impactful antecedent of motivations and affect, as well as proactive customer service performance in the service contexts. [ABSTRACT FROM AUTHOR]

Building new business is an engine for companies to grow rapidly. Many established companies pay special attention to draw on new business ideas from employees, yet, research on how employees' business ideas are shared and refined in these companies is very limited. From a social network perspective, we develop a research framework on how a business idea generated by an employee is shared and refined in established companies where new business is valued and nurtured. In particular, we take a multilevel perspective (dyadic, individual, and organizational) to extend the current limited knowledge of how different structures or patterns of social networks promote or hinder business idea sharing and refinement. Furthermore, we argue that business idea sharing and refinement influence subsequent network patterns at dyadic, individual, and organizational levels respectively. In doing so, we add to the current limited understanding of the potential factors or mechanisms conducive to network development. In sum, this study provides a theoretical framework for us to understand how employees' business ideas are shared and refined in established companies from a social network perspective and provides a research agenda for future research and theory refinement. [ABSTRACT FROM AUTHOR]

To better understand what factors facilitate team members to collectively engage in team leadership, we defined engagement in team leadership as the extent to which a team member undertakes team leadership responsibilities and perform team leadership functions, and investigated how formal team leader and team member collectively influence team member's engagement in team leadership during team transition and action phases. Using multi-source data collected from school principals and school management team members, we found that personal initiative was positively related to engagement in team leadership both during team transition phases and during team action phases. The positive effect of formal team leader's managerial openness on team member's engagement in team leadership was more significant and stronger during team transition phases than during team action phases. Moreover, during team transition phases, power distance orientation strengthened the effects of formal team leader's managerial openness on engagement in team leadership, and it attenuated the effect of personal initiative on engagement in team leadership when formal team leader's managerial openness was low. In sum, this study opens new avenues for research on the antecedents of engagement in team leadership. [ABSTRACT FROM AUTHOR]

Individuals' everyday work life is dynamic and investigating the dynamics of work life has been recognized as critical in organizational research. In this symposium, we advance this line of research by presenting four empirical studies explored the same phenomenon (i.e., within-day dynamics of work life). These studies developed and examined four reciprocal models on within-day dynamics of work life across different situations (e.g., work and non-work interface, and inter-person interactions), different countries (China, Germany and Singapore) as well as different samples (leader-member dyads, dual-earner couples, registered nurses and students). Using a total of above 10,000 observations collected from 605 participants, these studies have broken new ground with respect to the episodic process of leader-member interactions, the spillover-crossover and reciprocal process between work and non-work experiences. By integrating and discussing the insights of these four papers, this symposium will contribute to a thorough and refined understanding of the dynamic process of everyday work life across different domain, provide empirical support and theoretical extensions of several extant theories on dynamic work life, and identify key future research needs and directions. Employees and managers may benefit from the findings in performance management, work-family enrichment, and building leader-member relationship and sustainable positive affect and energy. Reciprocal Relations between Recovery and Positive Affect: A Dual-Process Model. Presenter: Jinlong Zhu; National U. of Singapore. Presenter: Nan Wang; National U. of Singapore. Leader and Member's Interactional Experiences and Leader Member Exchange. Presenter: Xian Li; National U. of Singapore. Presenter: Zhaoli Song; National U. of Singapore. Presenter: Wu Liu; Hong Kong Polytechnic U. Presenter: Zhenyu Liao; National U. of Singapore. The Dynamics of Momentary Performance: Developing and Testing a Reciprocal Model. Presenter: Zhaoli Song; National U. of Singapore. Presenter: Jinlong Zhu; National U. of Singapore. Presenter: Seang Mei Saw; National U. of Singapore. Presenter: Eric Andrew Finkelstein; National U. of Singapore. Presenter: Vicki Drury; Educare Consulting. Personal Recognition and Positive Affect Spillover and Crossover among Dual-earner Couples. Presenter: Christian Dormann; Johannes Gutenberg-U. Mainz. Presenter: Nan Wang; National U. of Singapore. Presenter: Zhaoli Song; National U. of Singapore [ABSTRACT FROM AUTHOR]