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The interpersonal and social aspects of modern work have made envy -- the painful emotion experienced at work when one lacks and desires one or more work others' superior qualities, achievements, or possessions -- a practical phenomenon to study in organizational science. With scholarly interest in envy on the rise, this symposium introduces fresh perspectives and further advances scholarly discussion regarding the nature of envy by showcasing four cutting-edge studies. In particular, these studies provide new insights regarding envy, its outcomes, and factors influencing these outcomes across different contexts (e.g., leadership, job search, different cultures), for different targets (the envier, the envied, and the organization), and using diverse methodological approaches (e.g., meta-analysis, experiencing sampling). Attendees will thus learn current directions in workplace envy research from researchers with expertise in the topic area. Following the presentations, Dr. Yochi Cohen-Charash will synthesize the papers in the symposium and lead an interactive discussion on the current state of envy research. As envy is commonly experienced as an undesirable emotion, our symposium seeks to offer a comprehensive understanding of workplace envy, its various outcomes (both the "good" and the "bad"), and strategies to manage envy in ways that can benefit employees and organizations alike, in line with the Academy of Management 2022 theme of "Creating a Better World Together". * The Dark Side of Envy: Implications of Job Search Envy on Health * Presenter: Jaewoo Kim; U. of Houston * Presenter: Leanne Atwater; U. of Houston * Presenter: Jamie Belinne; U. of Houston * Exploring Envy as a Mediator between LMX Quality and Work Outcomes * Presenter: Hakan Ozcelik; California State U. Sacramento * The Bright-and Dark-Side Effects of the Daily Perception of Being Envied by Coworkers * Presenter: Harshad Girish Puranik; U. of Illinois at Chicago * Presenter: Kathleen Keeler; Ohio State U. * Presenter: Haoying Xu; U. of Illinois at Chicago * Presenter: Siyi Tao; U. of Illinois at Chicago * Envy Beyond Borders: A Meta-Analysis of National Culture and Reactions to Envy * Presenter: Manuel F. Gonzalez; Seton Hall U. * Presenter: Yochi Cohen-Charash; Baruch College & The Graduate Center, CUNY * Presenter: Soohyun Lee; William Paterson U. * Presenter: Kim Story Johnson; -* Presenter: Paul E. Spector; U. of South Florida [ABSTRACT FROM AUTHOR]

Work as a calling--defined by passion, purpose, meaning, contribution, and a sense of destiny--dates back several centuries, but has experienced a resurgence in popular culture in recent decades, capturing the attention of scholars and employers. Research suggests that having a calling yields extensive benefits for called employees and the organizations they work for, but with one important caveat: employees must be living the calling within the organization. In this paper, we reveal the important role of the organization in providing the conditions necessary for employees to live their callings, by examining how--and to what end--organizations facilitate living a calling. Drawing on a tripartite theoretical framework of living a calling-- characterized by destiny, personal significance, and social significance, as well as insights from Work as a Calling Theory, we hypothesize that person-environment fit (at the dimension level), empowerment, and servant leadership are related to living a calling. Further, we hypothesize that the benefits of living a calling extend to the organization, in terms of being negatively associated with employees' deviant behaviors, as rated by their supervisors, and the personality trait consistency of interest is a boundary condition of this relationship. Through testing our hypotheses in a multi-wave, multi-source field study of employees and their supervisors in a park district-- a unique organizational setting for examining workers across a variety of occupations, we find that person-supervisor, person-group, person-organization, needs-supplies, and demands-abilities fit, as well as empowerment and servant leadership facilitate living a calling in the organization. Further, we find that consistency of interest moderates the relationship between living a calling and deviant behaviors. Our findings suggest that employers, who may feel an increasing moral obligation to facilitate meaningful work, can take action to help employees live their callings, and, in turn, mitigate negative consequences. [ABSTRACT FROM AUTHOR]

Servant leadership, which prioritizes the interests of followers and other shareholders, is considered as a unique approach that offers much potential to enrich our understanding of leadership. Despite the robust findings on how servant leaders motivate their teams and employees to achieve better performance outcomes, what is much less often a research focus are the questions of what motivates leaders to demonstrate servant leadership and how servant leaders encourage followers' serving, prosocial behaviors that benefit people within and outside organizations. To extend our conceptual and empirical understanding of servant leadership, we offer five papers in this symposium that examine the causes and outcomes of servant leadership, highlighting how servant leadership can be developed through leaders' own experiences and how their servant behaviors can inspire followers to contribute to others at work and to the larger community. [ABSTRACT FROM AUTHOR]