Search

Multiple team membership (MTM) is a complex phenomenon that poses significant challenges for organizational research and practice. In this article, we delve into the multilevel nature of MTM, which has not received adequate research attention to date. We develop a resource-based framework that advances our understanding of the antecedents and productivity consequences of firm MTM, and the synergistic effects of individual MTM and firm MTM on an individual's emotional exhaustion. Using a sample of 19,803 employees from 145 German organizations, our analyses reveal that MTM is most prevalent in knowledge-intensive and understaffed firms, and that firm MTM has an inverted U-shaped (rather than a positive linear) relationship with subsequent firm productivity. In addition, we find that individual MTM and firm MTM interactively shape individual stress perceptions, such that positive linkages between individual MTM and emotional exhaustion are significant only in firms with higher (but not lower) firm MTM. Together, these findings suggest that MTM has the potential to lead to firm-level productivity gains but, at the same time, may take a toll on individual employees' well-being. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Do high job demands help employees to stay challenged at work, or do they challenge their well-being? Despite burnout being an ever-pressing matter in contemporary workspaces, the understanding of the link between job demands and burnout remains limited, especially considering the important multilayered role of context in organizations. Our study develops an integrated perspective on the antecedents of burnout, rather than viewing various elements in isolation. Specifically, we uncover a three-way interaction among job demands, collective trust, and competitive pressure across the three levels of study via a multilevel analysis of 5485 employees, nested into 2872 units in 89 German organizations. The three-way interaction of individual-level job demands with unit-level collective trust depends on the magnitude of competitive pressure at the organizational level. In a condition of low organizational-level competitive pressure, unit-level trust can mitigate the positive effect of individual job demands on burnout. Our findings indicate that job demands can be a double-edged sword, bringing with them both benefits and burdens. From a practical perspective, we provide guidance for organizations on how to maintain high job demands by emphasizing collective trust and open communication about organizational-level competitive pressure to mitigate burnout at work.

In this study, we seek to understand the consequences of demographic faultlines at the organizational level. Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees’ collective organizational identification and, thereby, indirectly influence firm performance and innovation. Whether organizational demographic faultlines have detrimental or beneficial effects depends on the functional heterogeneity within faultline-based demographic subgroups, where heterogeneity is defined as the extent to which subgroup members belong to different functional departments. We theorize that this functional heterogeneity alters the degree of social integration between demographic subgroups. Results from a multisource field study of demographic faultlines among 5,495 employees in 82 small and medium-sized firms (< 250 employees) support our model. We demonstrate that organizational demographic faultlines have important consequences, and we show that functional heterogeneity changes whether these consequences are negative or positive.

We explore whether, and how, Top Management Team (TMT) cohesion can affect the collective turnover intentions of employees, through two interrelated interface processes. Based on Social Information Processing theory, we propose that the organization's corrosive climate and non-TMT managers' transformational leadership transmit TMT cohesion-based symbolic and relational information through a moderated-mediation model. The results of our Structural Equations Modelling (SEM) analyses of a multi-source dataset of 96 organizations—including 305 TMT members and 10964 employees split across three surveys—support our hypotheses. Confirmatory Factor Analyses support our measurement model, and the testing of various alternative models indicate that our findings are robust. Overall, our theory and findings highlight a more complex interface perspective on how the TMT affects employees, as key internal stakeholders, and provides a comprehensive model for future work.

This study contributes to the emerging literature on age diversity effects at the organizational level of analysis by comparing the role of chronological‐age diversity versus subjective‐age diversity. We hypothesize a multilevel model in which organizational‐level subjective‐age diversity is negatively related to bonding social capital within organizations, which, in turn, contributes to heightened employee engagement and lowered turnover intentions. The assumed relationships are tested in a multilevel sample of 96 German small and medium‐sized companies with 16,274 employees participating. We gathered data from four different sources to circumvent common source problems and received support for most of the proposed relationships. Given the potentially detrimental effects of high subjective‐age diversity in the workplace, the paper concludes with practical recommendations on how to manage subjective‐age diversity in companies pro‐actively. published

Research on the effects of HR management on employees’ psychological well‐being has yielded inconclusive results. Moreover, prior works remain unclear on whether human resource practices specifically aimed at enhancing employee well‐being also benefit organizational performance. Building on signaling theory and conservation of resources theory, our study investigates the relationship between health‐related human resource management (HHRM), employees’ collective well‐being (in terms of collective emotional exhaustion and collective engagement) and organizational performance. Results from a multi‐source field study of top management team members, HR representatives, and 15,952 employees in 88 organizations reveal a positive indirect relationship between HHRM and employees’ collective well‐being, which is mediated by employees’ positive stress mindset. In addition, we find this positive indirect association to depend on the level of transformational leadership climate in organizations. Finally, our findings also show a positive indirect relationship between HHRM and company performance, mediated by employees’ positive stress mindset and collective engagement.

This study integrates recent advances in interdependence theory with the literature on commitment-based HR practices. New research on interdependence theory suggests that differences, or asymmetries, in task dependence among organisational members can cause interests to diverge. Prior research has shown that this can negatively affect interpersonal relations, individual outcomes and team processes. However, these insights gained on the dyadic, individual and team levels of analysis have not yet been explored at the organisational level and, until now, no research had yet connected these advances in interdependence theory to the field of HRM research. Hence, the current study investigates (a) whether asymmetries in task dependence do (or do not) matter at the organisational level and affect organisational effectiveness, (b) why this relationship may work by assessing a key mediator, namely, trust climate and (c) if and how these relationships can be altered by commitment-based HR practices. Our moderated-mediation model was tested and fully supported by a multi-source data set of 8,390 employees from 67 organisations.

Purpose – The purpose of this paper is to explore how and when customers influence organizational climate and organizational health through their feedback. Based on affective events theory, the authors classify both positive and negative customer feedback (PCF and NCF) as affective work events. The authors expect that these events influence the positive affective climate of an organization and ultimately organizational health, and that the relationships are moderated by empowerment climate. Design/methodology/approach – Structural equation modeling was utilized to analyze survey data obtained from a sample of 178 board members, 80 HR representatives, and 10,953 employees from 80 independent organizations. Findings – The findings support the expected indirect effects. Furthermore, empowerment climate strengthened the impact of PCF on organizational health but does not affect the relationship between NCF and organizational health. Research limitations/implications – The cross-sectional design is a potential limitation of the study. Practical implications – Managers should be aware that customer feedback influences an organization’s emotional climate and organizational health. Based on the results organizations might actively disseminate PCF and establish an empowerment climate. With regard to NCF, managers might consider the potential affective and health-related consequences for employees and organizations. Social implications – Customers are able to contribute to an organization’s positive affective climate and to organizational health if they provide positive feedback to organizations. Originality/value – By providing first insights into the consequences of both PCF and NCF on organizational health, this study opens a new avenue for scientific inquiry of customer influences on employees at the organizational level.

Grounded in an open systems perspective, we build and test new theory about how the kinds of industries in which an organization participates influences organizational affective tone and connects to workforce strain. We propose that the more an organization's activities lie in consumer-centric industries (e.g., service, retail), the more positive and less negative the organization's affective tone. We connect consumer-centric industry participation and affective tone by explaining how personnel policies and organizational structure generate and sustain consistent positive and negative affect throughout an organization. Additionally, we examine the effects of organizational affective tone on workforce strain. The results of a survey-based study of 24,015 human resource managers, top management team members, and employees of 161 firms largely support our predictions. We discuss the implications of considering macro contextual factors for understanding affect in organizations.

This study examines how followers regulate their outward expression of emotions in the context of two types of leadership that are commonly associated with transformational leadership, namely charismatic leadership and individually considerate leadership. Based on new theorizing and a series of three studies involving experiments and field work, we show that the two types of leadership have different effects on followers' emotional expressiveness. Specifically, we find that followers under the influence of leaders' charisma tend to suppress the expression of emotions (we call this the “awestruck effect”), but followers express emotions when leaders consider them individually. Awestruck followers may suffer from expressive inhibition even as charismatic leaders stir their hearts.

Purpose – The purpose of this paper is to examine, theoretically and empirically, whether an employee training program can enhance the collective perception of empowerment of work units within an organization. The authors hypothesized that training participation relates to empowerment by enhancing the potency, meaningfulness, impact, and autonomy of the employees. Design/methodology/approach – The authors collected data at two time points, before and after the training intervention. Over the two periods, the sample consisted of an average of 2,383 employees nested in 36 work units of a large multinational company. Findings – The results indicated a positive relationship between training participation and increased levels of collective psychological empowerment, with differential effects on the dimensions of empowerment. Practical implications – This study provides evidence of the positive relationship between training and empowerment, suggesting training effects across levels of analysis. The results indicated dimensions of empowerment that are more and such that are less prone to training. Such knowledge may help to inform organizations in developing training strategies. The authors provide recommendations for a respective training program. Originality/value – This is one of the first studies to investigate the relationship between training participation of individual employees and shared empowerment perceptions within their work units, adding an important antecedent to the research on empowerment. In addition, the authors propose ways of how individual employees can affect shared perceptions among work-unit members. The study offers insights into the development of empowered work units, the vertical transfer of training across levels of analysis and implications for training programs.

In this paper, we suggest that CEO charisma is related to firm performance via its effect on two important mediators. First, charismatic CEOs are expected to raise the transformational leadership climate within an organization. Second, both CEO charisma and transformational leadership climate are proposed to increase a firm's organizational identity strength, which in turn, relates positively to firm performance. We tested these propositions on a sample of 150 German companies (20,639 employees) with a three-path mediation model at the organizational level of analysis, utilizing four independent data sources. To test the assumed relationships, we used structural equation modeling and applied bootstrapping. Our study helps open the black box of organizational leadership and organizational performance by demonstrating top-level leadership's (CEO charisma) cascading effect on the TFL climate throughout the organization and by showing that OIDS mediates both leadership levels' relationships with firm performance. Further, our study is the first to investigate and demonstrate the relationship between OIDS and performance at the organizational level of analysis.

Early life stress (ELS) affects stress- reactivity via limbic brain regions implicated such as hippocampus and amygdala. Social support is a major protective factor against ELS effects, while subjects with ELS experience reportedly perceive less of it in their daily life. The workplace, where most adults spend a substantial amount of time in their daily lives, might serve as a major resource for social support. Since previous data demonstrated that social support attenuates stress reactivity, we here used a psychosocial stress task to test the hypothesis that work-related social support modulates the effects of ELS. Results show decreased amygdala reactivity during stress in ELS subjects who report high levels of work- related social support, thereby indicating a signature for reduced stress reactivity. However, this effect was only observable on the neural, but not on the behavioral level, since social support had no buffering effect regarding the subjective experience of stress in daily life as well as regarding feelings of uncontrollability induced by the stress task. Accordingly, our data suggest that subjects with ELS experiences might benefit from interventions targeted at lowering their subjective stress levels by helping them to better perceive the availability of social support in their daily lives.

With this article we contribute to the inclusion of employees with disabilities in the workplace. Based on Stone and Colella's (1996) model of factors affecting the treatment of employees with disabilities in organizations, we concentrate on the investigation of job satisfaction as a focal affective response. Besides examining job satisfaction differences between employees with and without disabilities, we focus on perceived flexibility as an organizational boundary condition, arguing for its influence on the job satisfaction of employees with disabilities. We introduce perceived centralization and formalization, representing different indicators of flexibility, as moderators of the disability–job satisfaction relationship. Regression analysis using data from 110 small and medium-sized companies with 4,141 employees reveals that employees with disabilities are less satisfied than their colleagues without disabilities in highly centralized environments. As predicted, a decentralized organizational context relates to higher job satisfaction levels for all employees, but especially for those having a disability. Contrary to our hypothesis, perceived formalization does not significantly influence the relationship between having a disability and job satisfaction. However, our results clearly indicate the need for companies and especially human resource departments to better adapt to the needs of people with disabilities by creating flexible working environments.

This article explores whether a top management team’s (TMT) behavioural integration relates to the work outcomes of employees. We first discuss likely theoretical mechanisms for such a relationship by integrating the literature on top management team behavioural integration with the literature on organizational climate, productive energy and employee work outcomes. Subsequently, we test our hypotheses in a dataset containing the responses of 191 top management team members and 5048 employees from 63 organizations by using structural equation modelling. The results show that top management team behavioural integration is related positively to an organization’s productive energy, which in turn is related to employees’ increased job satisfaction and decreased turnover intentions. By providing first insights into the consequences of top management team behavioural integration for employees, this article opens a new avenue for scientific inquiry on the organizational impact of top management team behaviour.

Age diversity has been shown to be detrimental for organizational performance, as an increasingly age diverse workforce is prone to create mutual discrimination processes, which ultimately lower organizational performance (Kunze et al., 2011). In this study we integrate the discussion on organizational-level age diversity with findings on subjective-age structures in organizations (Kunze et al., 2015). We propose that subjective age structures (i.e., how old the employees perceive to be) shape the formation of age-based subgroups in organizations more strongly than the chronological age of employees does. Shared perceptions of an age discrimination climate are in turn expected to be positively related to the average level of reported psychological health (measured through burnout perceptions) in organizations, with stronger effects for older compared to younger employees, proposing a moderated-mediation model. Our study hypotheses are tested and supported in a sample of 96 German small and medium-sized companies with more than 16,000 employees.

Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158 independent organizations, 18,094 employees provided data on TFL climate, positive affective climate, trust climate, and employees' task performance behavior and organizational citizenship behavior. In addition, human resource managers rated overall employee productivity. Study results yielded a pattern of moderated mediation for overall employee productivity and employees' aggregate task performance behavior, in that an organization's TFL climate was indirectly (through positive affective climate) related with these outcome variables under conditions of high trust climate, but not under conditions of low trust climate. Further, we found an organization's TFL climate to indirectly relate with employees' aggregate organizational citizenship behavior through positive affective climate, largely independent of the level of trust climate. (C) 2011 Elsevier Inc. All rights reserved.

We introduce the notion that the energy of individuals can manifest as a higher-level, collective construct. To this end, we conducted four independent studies to investigate the viability and importance of the collective energy construct as assessed by a new survey instrument—the productive energy measure (PEM). Study 1 (n = 2208) included exploratory and confirmatory factor analyses to explore the underlying factor structure of PEM. Study 2 (n = 660) cross-validated the same factor structure in an independent sample. In study 3, we administered the PEM to more than 5000 employees from 145 departments located in five countries. Results from measurement invariance, statistical aggregation, convergent, and discriminant-validity assessments offered additional support for the construct validity of PEM. In terms of predictive and incremental validity, the PEM was positively associated with three collective attitudes—units' commitment to goals, the organization, and overall satisfaction. In study 4, we explored the relationship between the productive energy of firms and their overall performance. Using data from 92 firms (n = 5939employees), we found a positive relationship between the PEM (aggregated to the firm level) and the performance of those firms. Copyright © 2011 John Wiley & Sons, Ltd.

We sought to establish whether mean level within-team assessments of a leader's transformational behavior and the extent of perceived variability (i.e., consensus) among team members’ ratings around this mean level are separate yet related indicators of leader quality. To this end, using data from 108 work teams in a multinational field setting, we explored the relationship between managers’ transformational leadership behavior and team performance as moderated by the extent of variability among team members’ leadership behavior ratings. Recognizing that the relationship between leader behavior and team performance is indirect, we further examined whether team empowerment served as a mediating mechanism through which transformational leadership is evoked. Study results, based on ordinary least squares (OLS) regression analyses and bootstrapped estimates, were consistent with the hypothesized conceptual scheme of moderated mediation, in that the joint effects of transformational leadership behavior and consensus about transformational leadership were found to have an indirect effect on team performance through team empowerment. These findings broaden the focus of transformational leadership theory by illustrating that, within a team context, the transformational leadership–performance linkage is more nuanced than previously believed.

This paper deals with the emergence of perceived age discrimination climate on the company level and its performance consequences. In this new approach to the field of diversity research, we investigated (a) the effect of organizational-level age diversity on collective perceptions of age discrimination climate that (b) in turn should influence the collective affective commitment of employees, which is (c) an important trigger for overall company performance. In a large-scale study that included 128 companies, a total of 8,651 employees provided data on their perceptions of age discrimination and affective commitment on the company level. Information on firm-level performance was collected from key informants. We tested the proposed model using structural equation modeling (SEM) procedures and, overall, found support for all hypothesized relationships. The findings demonstrated that age diversity seems to be related to the emergence of an age discrimination climate in companies, which negatively impacts overall firm performance through the mediation of affective commitment. These results make valuable contributions to the diversity and discrimination literature by establishing perceived age discrimination on the company level as a decisive mediator in the age diversity/performance link. The results also suggest important practical implications for the effective management of an increasingly age diverse workforce.

This article empirically investigates the role of organizational structure in the transformational leadership (TFL) process. We examine organizational centralization, formalization, and size as antecedents of an organization's TFL climate, and as moderators of the relationship between TFL climate and productive organizational energy (POE). Hypotheses are tested using a sample of 125 organizations. Results show that both the centralization and size of an organization are negatively related to its TFL climate, whereas formalization has a positive association. Further, while there is a positive linkage between TFL climate and POE, both centralization and formalization moderate this relationship. The TFL climate-POE linkage is diminished under conditions of high centralization, and it is enhanced under conditions of high formalization. These findings point to the role of organizational structure as a boundary condition for both the occurrence and the effectiveness of TFL in organizations. The paper concludes by acknowledging its limitations and discussing its implications for practice and research. (C) 2010 Elsevier Inc. All rights reserved.

Arguments have been raised, that i-deals do not operate in a social vacuum but that they affect coworkers and organizations. This study extends existing literature and addresses the questions of ho...

Guided by general climate models of organizational effectiveness and drawing from affective events theory and situational strength theory, we develop a comprehensive organizational-level model of t...

The article discusses evidence on the relationship between employees' age and their resistance to change. It considers organizational tenure and occupational status as potential moderators in explaining the age/resistance to change association. Resistance to change is introduced as a potential mediator in the age/job performance relationship. A negative linkage between age and individual resistance to change is observed, which suggests that some younger employees were more resistant to change than older workers. Having a longer organizational tenure and being a blue collar worker are also identified as positive boundary conditions for the relationship between age and resistance to change.

Although research has long focused on the consequences of leaders’ charismatic behavior, the antecedents of such leadership are increasingly gaining scholarly attention. Nevertheless, the antecedent-oriented literature on charismatic leadership has been fragmented to date and lacks theoretical integration. Also, important gaps remain within this developing line of inquiry. Therefore, this article systematically reviews extant research on charismatic leadership behavior emergence and advances a more comprehensive perspective by integrating previous work into an overall conceptual framework. Building on these considerations, the authors outline potentially fruitful directions for future research.

Following recent interest in contextual factors and how they might influence the effects of transformational leadership, we consider the social distance between leaders and followers as a cross-level moderator of the relationships between senior level managers’ transformational leadership and individual-level outcomes. Our sample comprised 268 individuals in 50 leader-follower groups. Results revealed that high social distance reduced or neutralized transformational leadership’s association with followers’ emulation of leader behavior. In contrast, high levels of social distance between leaders and followers enhanced the effects of transformational leadership on individuals’ perceptions of their units’ positive emotional climate and individuals’ sense of collective efficacy. Results not only highlight the importance of social distance as a contextual variable affecting leader-follower relations but also suggest that the same contextual variable may have differential effects, enhancing some relationships and neutralizing others.

The present study examines the association between dysfunctional learn behavior and team performance. Data included measures of teams' dysfunctional behavior and negative affective tone as well as supervisors' ratings of teams' (nonverbal) negative emotional expressivity and performance. Utilizing a field sample of 61 work teams, the authors tested the proposed relationships with robust data analytic techniques. Results were consistent with the hypothesized conceptual scheme, in that negative team affective tone mediated the relationship between dysfunctional team behavior and performance when teams' nonverbal negative expressivity was high but not when nonverbal expressivity was low. On the basis of the findings, the authors conclude that the connection between dysfunctional behavior and performance in team situations is more complex than was previously believed-thereby yielding a pattern of moderated mediation. In sum, the findings demonstrated that team members' collective emotions and emotional processing represent key mechanisms in determining how dysfunctional learn behavior is associated with team performance.

This conceptual paper seeks to clarify the process of the emergence of positive collective affect. Specifically, it develops a dynamic model of the emergence of positive affective similarity in work groups. It is suggested that positive group affective similarity and within-group relationship quality are reciprocally interrelated in the form of a self-reinforcing spiral, which is driven by mechanisms of affective sharing and affective similarity-attraction between group members. We label this spiraling relationship 'Positive Group Affect Spiral.' This spiral is proposed to continuously strengthen both the similarity of group members' positive affect and the quality of their interpersonal relationships in a dynamic process. Further, we embed the Positive Group Affect Spiral into a framework of contextual factors that may diminish or strengthen its functioning, considering the potential impacts of charismatic leadership, individuals' or subgroups' organizational cynicism, group and organizational emotion norms, and organizational identity. Copyright (c) 2008 John Wiley & Sons, Ltd.

In this study, we describe the development and validity testing of a multidimensional measure of organizational energy. In Study 1 (n = 2,208), exploratory and confirmatory factor analyses were con...

The article discusses a study that investigates behaviors and factors that might reduce cynical responses in employees to workplace crisis situations. The article states that research is abundant r...

This study investigates the emergence and the performance effects of an age-diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues� (Kopelman, Brief, & Guzzo, 1990) climate model of firm productivity as well as Cox's (1994) interactional model of cultural diversity, we hypothesize a positive influence of age-inclusive HR practices on the development of an organization-wide age-diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees� collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium-sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive age-diversity climate.

Purpose - In light of the increasingly aging workforce, it is interesting from both a theoretical and practical perspective to investigate empirically the commonly held stereotype that older workers are more resistant to change (RTC). Thus, the main purpose of this paper is to investigate the age/RTC relationship, considering tenure and occupational status (blue/white collar employees) as additional boundary conditions. Furthermore, the paper investigates the relationship between RTC and individual performance, thereby introducing RTC as a mediator in the age/job performance relationship.Design/methodology/approach - Study hypotheses are tested among a sample of 2,981 employees from diverse companies. Structural equation modeling with bootstrapping procedures is applied to investigate the moderated-indirect model.Findings – Contrary to common stereotypes, employee age is negatively related to RTC. Tenure and occupational status are further identified as boundary conditions for this relationship. Moreover, RTC also shows an association with individual job performance, which allows for the establishment of an indirect-mediation mechanism from age to job performance via the intermediation of RTC. These results can be explained using current life span concepts, particularly the selective optimization with compensation (SOC) model.Research limitations/implications – Hypotheses were tested in a cross-sectional data set, which does not allow for conclusions of causality.Originality/value – This study contributes to the age stereotyping literature that has thus far neglected the age/RTC relationship. Furthermore, the age/job performance literature is extended by introducing RTC as an important mediating factor. In sum, this study should help provide a more positive and more differentiated picture of older employees in the workplace.

This article addresses the role of age-based faultlines in relation to the perceived productive energy of work teams and transformational leadership as a potential moderator of this relationship. Based on social identity and social categorization theory, teams that have strong age-based faultlines— defined as age subgroup formation that is reinforced by internal alignment with other demographic characteristics (tenure and sex)—should show a lower level of perceived productive energy than do teams that have weak faultlines. In teams with high levels of perceived transformational leadership, this effect should be reversed. Study hypotheses were tested on a sample of 664 individuals in 72 teams from a multinational company. Results showed a marginally significant negative relationship between age-based faultlines and teams’ productive energy, although the moderation effect of transformational leadership was found to be significant. These results point toward transformational leadership as a promising strategy for overcoming the negative effects of age-based faultlines in team settings.

In this chapter, we extend existing models of individual and collective emotional intelligence to the organizational level and provide an empirical study on the performance impact of organizational emotional intelligence. We propose that organizational emotional intelligence is composed of the average level of individual emotional intelligence of organization members and the collectively shared emotionally intelligent norms, values, and behaviors that shape their interaction. Across 156 organizations, we demonstrate sufficient within-organization consistency and between-organization difference to consider emotional intelligence a collective organizational characteristic. In addition, we show that the level of organizational emotional intelligence is positively associated with operational performance, financial performance, and innovation performance, and negatively associated with involuntary absence. Thus, organizational emotional intelligence can be considered a valuable asset for organizations.

The relevance of affective factors in the charismatic leadership process has been widely acknowledged in leadership research. Building on this notion, the present study empirically investigated the role of leaders’ positive mood and emotional intelligence in the development of charismatic leadership behaviors. We developed hypotheses linking these constructs and tested them in a sample of 34 leaders and their 165 direct followers from a multinational corporation. Results showed that both leaders’ positive mood and leaders’ emotional intelligence were positively related to their charismatic leadership behaviors, as rated by followers. Further, we found leaders’ emotional intelligence to moderate the relationship between leaders’ positive mood and their charismatic leadership behaviors. Emotionally intelligent leaders exhibited charismatic leadership behaviors to a high extent, largely irrespective of their degree of positive mood. In contrast, leaders low on emotional intelligence were more likely to exhibit charismatic behaviors when their positive mood was high, while they were less likely to exhibit such behaviors when their positive mood was low. We conclude by discussing the implications of these findings for leadership theory, research, and practice.

Summary In the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10 948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals’ conceptual frame of reference, we examined each focal construct’s measurement equivalence across three hierarchical levels (officers, n ¼ 1,056, middle-management, n ¼ 1049, workers, n ¼ 1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between-group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees’ turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright # 2006 John Wiley & Sons, Ltd. The relationship between an individual member and the employing organization has long been known to have an impact on the attitudes, behavior, and well-being of individuals. In this regard, two of the more researched constructs include organizational identification and organizational commitment, both of which were developed in an attempt to understand, predict, and influence employee behavior. Organizational identification, as the more recent of the two perspectives, examines the process whereby an individual’s identity becomes psychologically intertwined with the organization’s identity. Although a long-standing interest to sociologists and social psychologists, the social identity approach, subsuming both social identity theory and self-categorization theory, has only recently emerged as an important perspective in organizational behavior research (see Pratt, 1998; van Dick, 2004, for reviews). The second perspective, which encompasses organizational commitment, views the

Summary In this study we explore whether emotion experienced at work mediates the relationships between perceived supervisor support, psychological hardiness, and employee cynicism. Data were collected from employees working at a medical technology company located in Switzerland. Mediational analyses showed that employees’ positive and negative emotions experienced amidst an organizational crisis fully accounted for the relations between perceived supervisor support and cynicism and psychological hardiness and cynicism. Practical implications and directions for future research are discussed. Copyright # 2006 John Wiley & Sons, Ltd.

Past research has found ample evidence that high-performance work systems (HPWSs) positively affect organizational performance (Combs, Liu, Hall, & Ketchen, 2006). However, this research has scarcely considered absenteeism as a focal outcome of interest. Drawing upon social exchange theory (Blau, 1964) and the literature on positive social interactions (Heaphy & Dutton, 2008), we develop a theoretical model for why HPWSs may have beneficial and detrimental effects on organizational-level absenteeism. Using a multi-source study with time-lagged field data, comprising 163 organizations with 15,440 employees, we found full support for our hypothesized model. Our paper challenges the assumption that HPWSs are always beneficial, and extends prior literature on HR practices, absenteeism, and positive organizational scholarship.

This paper extends the knowledge of the concept of subjective age in organizations by exploring organizational-level antecedents and consequences of employees on average feeling younger than their chronological age. We draw from the theories of selection-optimization-compensation and socio- emotional selectivity to build a theoretical framework for subjective age in organizations. We hypothesize that companies in which employees on average perceive themselves to be younger than they actually are have a higher average individual goal accomplishment and in turn experience higher company performance. We further hypothesize that employees' average experience of high work-related meaning relates to a younger subjective age in organizations. In addition, we assess the role of environmental dynamism and age-inclusive human resource management as moderators in this theoretical model. Through empirically testing this model in a multisource dataset including 107 companies with 15.164 participating employees, we received support for the hypothesized relationships. Our results contribute to current debates in the scientific literature on age and have important practical implications in light of the demographic changes faced by many companies. This research indicates to both audiences that it is not employees' chronological age but their subjective age, a factor that can be influenced, that drives organizational performance outcomes.

The present study adds to the fields of identity and leadership research by proposing and empirically testing a three-path mediation model on the organizational level of analysis, using four indepe...