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Although emerging actor-centric research has revealed that performing morally laden behaviors shapes how employees behave subsequently, less is known about what work behaviors may emerge following employees' unethical pro-organizational behavior (UPB)—a unique behavior with competing moral connotations. We integrate the moral self-regulation literature with research on micro corporate social responsibility (CSR) to develop and test a theoretical framework articulating how perceived CSR initiatives reconcile the morally paradoxical nature of UPB and how people respond to such behavior. We propose that, given its dual moral nature, performing UPB simultaneously increases feelings of moral deficit (which triggers moral cleansing) and psychological entitlement (which triggers moral licensing). Importantly, perceived CSR initiatives moderate these countervailing psychological experiences by strengthening feelings of moral deficit while weakening psychological entitlement, which respectively result in increased service-oriented helping behavior and decreased deviant behavior. Results from a scenario-based lab study, an online experiment, and two field studies largely corroborate our propositions. This research provides a finer-grained understanding of the complex moral self-regulation processes that employees experience at work and highlights why and how organizations' CSR initiatives affect employees' moral mindsets and behaviors. [ABSTRACT FROM AUTHOR]

Social comparison processes were integral to the origins of the organizational justice literature, and are incorporated within several justice-based constructs and theories. Yet, despite this, the justice social comparison literature is theoretically underdeveloped; while the extant literature affirms that justice social comparisons influence employee outcomes, it does not explain why, when, or for whom these effects occur. We build new theory on why justice social comparison perceptions influence employee behavior (specifically, helping and instigated incivility) by viewing the phenomenon through a self-regulatory lens. Doing so enables us to identify a novel explanatory mechanism and boundary condition for these effects. In two experience sampling studies, each conducted over multiple weeks, we test our proposed mechanism—envy and self-regulatory resource depletion—against four alternative justice-based mechanisms derived from equity theory, the group engagement model, social exchange theory, and referent cognitions theory. Findings were consistent with our theorizing, verifying that our integration of self-regulation with social comparison processes offers new insights to the justice literature. Overall, our scholarship has the potential to change the conversation about social comparisons in the justice literature by revitalizing a foundational aspect of justice rarely considered in contemporary research. [ABSTRACT FROM AUTHOR]

The literatures on emotion regulation and emotional labor have generated a considerable amount of knowledge on the relative effectiveness of how people regulate their emotional displays when their feelings are misaligned. By comparison, scholars have ignored the importance of what emotions individuals were feeling prior to the emotion regulation attempt vis-à-vis the emotions they made an effort to display. The consideration of individuals' emotional origins and destinations during an emotion regulation episode leads to the key tenet that both distance and direction are essential concepts that must be integrated into theory and research on emotion regulation. Accordingly, we reconceptualize emotion regulation as a journey involving the joint interplay of distance, direction, and method of travel. Drawing from the circumplex model of affect, we introduce the concepts of "emotional distance" and "emotional direction" to map the discrepancies between the emotion an individual currently feels and the emotion that individual attempts to display via emotion regulation. We describe how emotional distance and emotional direction augment constructs and theories relevant to emotion regulation, and we explain how the combined consideration of distance, direction, and method of travel is necessary to fully understand the intrapersonal consequences of regulating emotion. [ABSTRACT FROM AUTHOR]

Much of upper echelons research focuses on the background characteristics and traits of executives to explain their strategic choices, but much less is understood about the information-filtering process by which those characteristics manifest in strategic decisions. We develop theory to explain how executives process information by integrating construal-level theory with upper echelons theory. Construal-level theory describes how the same event can be interpreted in different ways, thus influencing the type of information people pay attention to, how they process that information, and their resulting decisions and actions. Our theoretical framework explores the dynamic nature of construal levels by developing two new constructs: construal shifts and construal flexibility. In doing so we draw on self-regulation research to detail how executives can develop the capacity to modify how they process information to best meet changing situational demands. As an illustrative example, we apply our theory to the acquisition context and demonstrate the vital role played by construal shifts and flexibility for executives attempting to manage complex strategic actions. The end result is a framework that executives can use to effectively navigate the challenging acquisition process. [ABSTRACT FROM AUTHOR]

Research on the work-life interface has exploded over the past five decades because of trends in the nature of gender roles, families, work, and careers. However, work-life theory has not kept up with the explosion in research. The purpose of this special topic forum is to offer a corrective by developing new theory to make sense of the research to date and to guide future research. The six articles in this forum make substantial contributions to work-life theory individually and collectively. They provide useful guidance for future work-life theory and research from multiple theoretical perspectives that vary in their level of analysis and in their focus on decision making, diversity, and temporal dynamics. In addition, these six articles offer innovative implications for practice by employees, couples, supervisors, organizations, communities, and societies. [ABSTRACT FROM AUTHOR]

Analysis of the effects of organizational values on employee attachment reveals that relationships involving interdependent and dependent values were contingent on employee identity. The commitment of employees with strong individual identities is predicated by independent organizational values.

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-8551.2008.00592.x Byline: Russell E. Johnson ([dagger]), Kyle W. Groff ([dagger]), Meng U. Taing ([dagger]) Abstract: Although organizational commitment is a multidimensional construct, researchers have tended to examine the independent effects of its different forms. However, doing so creates potential problems of model misspecification and under-prediction if interactions exist among different commitments. In this paper we discuss theoretically plausible interactions among different commitments, the patterns of which are expected to vary depending on the nature of the criterion and the foci of commitment. We then test these predictions via empirical data. Results revealed a 'synergistic' pattern of effects for discretionary outcomes, such that levels of organizational citizenship behaviour and strain were most favourable when employees reported high levels on multiple commitments. Importantly, no evidence was found for competitive effects between commitments, such that high levels on multiple commitments are detrimental. We discuss the implications of our findings for research and practice. Author Affiliation: ([dagger])Department of Psychology, University of South Florida, 4204 E. Fowler Avenue, Tampa, FL 33620, USA Article note: Corresponding author email: rjohnson@cas.usf.edu

Resource‐based theories posit that exerting self‐control to regulate one's thoughts, feelings, and behaviors depletes people's available self‐regulatory resources, leaving them depleted and less able to exert self‐control in subsequent activities. Although the detrimental effects of depletion are well‐established, we challenge this prevailing view by proposing that depletion can have unexpected beneficial effects. Across multiple studies, our current research provides evidence that depletion shifts consumers' attention on benefits of creativity, and in turn influences their subsequent creative engagement. Specifically, we found that depletion increases consumers' persistence in creative activity, and this beneficial effect of depletion on creative engagement is explained by their attention on benefits of creativity. Furthermore, we explore a boundary conditions of this depletion‐creative engagement effect by demonstrating that the effect could be attenuated for individuals who are not open to new experiences. [ABSTRACT FROM AUTHOR]

Leader behaviors are dynamic and vary over time, and leaders' actions at a given time can have ramifications for their subsequent behavior. Taking such a dynamic perspective on leader behaviors, we examined daily servant leadership behavior and its downstream effects on the leaders themselves from a within-person self-regulation perspective. Results from two experience sampling studies consistently revealed that engaging in daily servant leadership behavior can come at a cost for the leaders. Specifically, for leaders who are low in perspective taking, engaging in servant leadership behavior was associated with increases in same-day depletion and next-day withdrawal from their leadership role (i.e., greater laissez-faire behavior). However, for leaders who frequently exercise perspective taking, engaging in daily servant leadership behavior was instead associated with decreases in depletion and subsequent laissez-faire behavior, suggesting that servant leadership behaviors are replenishing for these individuals. Experience in perspective taking is therefore a key individual difference that determines whether enacting servant leadership behavior is beneficial or detrimental for leaders. We discuss theoretical and practical implications of our findings and provide avenues for future leadership research. [ABSTRACT FROM AUTHOR]

Despite the importance of leader vision communication to effective leadership, little is known about what prompts leaders to communicate a vision in the first place. Drawing from construal level theory, we examined the within-person relationship of leader construal level in the morning with vision communication during that workday. Leadership self-identity, or the extent to which "being a leader" is central to one's self-concept, was specified as a cross-level moderator of the daily construal level–vision communication relationship. We tested our predictions using an experience sampling design across 15 consecutive workdays. In total, we obtained a total of 394 matched morning and afternoon surveys from 44 mid- to high-level managers. Results revealed that a high-level construal level in the morning was positively associated with vision communication during the day but only when leadership self-identity is high (vs. low). We discuss the theoretical implications of our findings, in particular with regard to the emerging field of visionary leadership as well as the emerging literature that uses construal level theory to explain leadership phenomena. [ABSTRACT FROM AUTHOR]

A widespread methodological concern in the organizational literature is the possibility that observed results are due to the influence of common-method variance or mono-method bias. This concern is based on a conception of method variance as being produced by the nature of the method itself, and therefore, variables assessed with the same method would share common-method variance that inflates observed correlations. In this paper, we argue for a more complex view of method variance that consists of multiple sources that affect each measured variable in a potentially unique way. Shared sources among measures (common-method variance) act to inflate correlations, whereas unshared sources (uncommon-method variance) act to attenuate correlations. Two empirical examples, one from a simulation study and the other from a single-source survey, are presented to illustrate the complex action of multiple sources of method variance. A five-step approach is suggested whereby a theory of the measure is generated for each measured variable that would inform strategies to control for method variance by assessing and modeling the actions of identified method variance sources. [ABSTRACT FROM AUTHOR]

Idiosyncratic deals (or i-deals) are mutually beneficial, personalized agreements of a nonstandard nature that are negotiated between individual employees and their employers. This article outlines the development of a 16-item measure of i-deals negotiated by job incumbents. Across four studies, the authors developed a reliable scale with a multidimensional factor structure that replicated across three separate samples. Study 1 was aimed at verifying that they had appropriately specified the domains across which i-deals are negotiated. In Study 2, the authors developed a measure of i-deals and confirmed its reliability and factor structure. Studies 3 and 4 provided further evidence for the psychometric properties of the i-deals measure and examined antecedents and outcomes of i-deals. Overall, the results indicate that employees negotiate i-deals across four content domains (i.e., schedule flexibility, location flexibility, task and work responsibilities, and financial incentives) and that i-deals have important implications for work attitudes. [ABSTRACT FROM PUBLISHER]

Purpose – The purpose of this paper is to examine employee perceptions of fairness and work morale as mediators of the relationship between leader reward behavior and employee behavior. Design/methodology/approach – A matrix of meta-analytic estimates containing the focal variables (leader reward behavior, fairness, morale, and employee behavior) was constructed following a literature review of published studies. This matrix was then analyzed using structural equation modeling to test a series of nested models. Findings – Leader reward behavior is positively related to higher task performance and organizational citizenship behavior, and fewer intentions to turnover. These relationships are mediated by employees' perceptions of fairness and work morale. Research limitations/implications – The paper extends the leadership literature by identifying two mechanisms (viz., fairness and morale) through which leader reward behavior relates to employee behavior. Possible limitations are the drawbacks associated with meta-analysis (e.g. inability to make causal inferences). Practical implications – Rewarding subordinate performance alone is not sufficient to increase task performance and organizational citizenship behavior and decrease turnover intentions. Instead, managers must ensure that their contingent reward behaviors are seen as fair by employees in order to have favorable effects. Originality/value – To date, research on possible mediators of the effects of leader reward behavior has been scarce. [ABSTRACT FROM AUTHOR]

The article discusses theoretical conceptualizations of arrogance, results of studies of arrogance in the workplace and its detrimental effects on leadership. Distinctions between arrogance and several related personality characteristics narcissism, hubris and confidence are explained. The negative impact of arrogance on individuals and organizations is described. Practical recommendations for dealing with arrogant employees are also provided.

Core self-evaluation (CSE) represents the fundamental appraisals individuals make about their self-worth and capabilities. CSE is conceptualized as a higher order construct composed of broad and evaluative traits (e.g., self-esteem and generalized self-efficacy). The authors review 15 years of CSE theory and research, focusing in particular on the outcomes, mediators, and moderators of CSE via qualitative and quantitative literature reviews. Meta-analytic results support the relation of CSE with various outcomes, including job and life satisfaction, in-role and extra-role job performance, and perceptions of the work environment (e.g., job characteristics and fairness). The authors conclude with a critical evaluation of CSE theory, measurement, and construct validity, highlighting areas of promise and concern for future CSE research. Key topics requiring further research include integrating CSE within an approach/avoidance framework, ruling out alternative explanations for the emergence of the higher order construct, testing the possibility of intraindividual change in CSE, evaluating the usefulness of CSE for staffing and performance management, and moving beyond CSE to also consider core external evaluations. [ABSTRACT FROM PUBLISHER]