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Although scholars have begun to explore the role of gratitude in organizations, research has often focused on gratitude as an emotional state while overlooking the impact of gratitude expression. In a series of two quasi-experimental field studies, this paper examines the impact of a gratitude expression intervention on employees' psychological and behavioral outcomes. Drawing from the emotions as social information model, we theorize that through increased received gratitude, participation in a gratitude expression intervention enhances employees' own felt gratitude and perceived prosocial impact, and in turn, these psychological reactions to received gratitude are positively linked to employees' work engagement and organizational citizenship behavior. Results from two quasi-experimental field studies, including one study in a service organization in the aviation industry and another in a medical training program, provide support for our model. [ABSTRACT FROM AUTHOR]

Building on Deutsch's theory of cooperation and competition and prior work on team mindfulness, we develop a model to outline how and when team mindfulness reduces team relationship conflict. A time-lagged survey was conducted with 73 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via increased cooperative conflict management and decreased competitive conflict management. Further, high perceived job demands within a team were shown to weaken the positive effect of team mindfulness on cooperative conflict management. Theoretical contributions and practical implications are discussed." [ABSTRACT FROM AUTHOR]

Mindfulness has received burgeoning attention from both organizational scholars and practitioners and many studies have demonstrated the benefits of mindfulness at work and at home. Yet, few studies have investigated the interpersonal effects of mindfulness across family and work domains. Drawing on conservation of resources theory and the mindfulness literature, we investigated whether, how, and when spouse mindfulness at home influences employee next-day work engagement at work. To test our hypotheses, we collected experience-sampling data from 125 focal employees and 125 spouses over ten consecutive workdays. The results indicated that spouse mindfulness at home had a positive effect on employee emotional sharing at home. Employee emotional sharing at home further was positively related to next-day employee work engagement at work. Moreover, employee emotional labor demands at the individual level moderated the indirect effect of spouse mindfulness on employee work engagement via employee emotional sharing. Finally, we discussed the study implications and directions for mindfulness research. [ABSTRACT FROM AUTHOR]

Abusive supervision, manifesting in nonphysical forms of hostility from supervisors toward subordinates (Tepper, 2000), has been found to cause serious harms to subordinates and organizations, such as diminishing subordinates' well-being, proactive behaviors, and job performance (for reviews, see Mackey, Frieder, Brees, & Martinko, 2017; Martinko, Harvey, Brees, & Mackey, 2013; Tepper, 2007; Tepper, Simon, & Park, 2017). A number of theoretical perspectives have been used to understand abusive supervision, including a social construction perspective (Tepper, 2000; Tepper et al., 2017), a self-control theory perspective (Lian, Brown, Ferris, Liang, Keeping, & Morrison, 2014; Lian, Ferris, Morrison, & Brown, 2014), and a mixed relationship perspective (Duffy, Ganster, & Pagon, 2002). However, questions remain to be answered with these theoretical perspectives. For example, although a social construction perspective suggests that abusive supervision reflects subordinates' perception (Tepper, 2000), it is unclear what factors may affect subordinates' perceptions of supervisors' behaviors and thus affect subordinates' experiences of and reactions to abusive supervision. Moreover, a self-control theory perspective suggests that organizations can benefit greatly from selecting individuals with high self-control because supervisors with high self-control are less likely to engage in abusive supervision and subordinates with high self-control are less likely to retaliate against abusive supervisors. However, considering the downside of high self-control as suggested by recent development in self-control theory, is it likely that high self-control may promote abusive supervision among supervisors or bring in negative outcomes for subordinates who refrain from retaliating against abusive supervisors? Finally, a mixed relationship perspective suggests that supervisors may engage in both abusive and supportive supervision and abusive supervision is more detrimental when it occurs in combination with supportive supervision. However, it is unclear why supervisors switch between abusive and supportive supervision and if a combination of abusive and supportive supervision is always worse. In this symposium, we provide rich theoretical and empirical accounts of the mechanisms and boundary conditions to address these unanswered questions. The four papers included in this symposium adopt different methodologies including a multi-wave survey design, an experience sampling design, and latent profile analyses. Participants of this symposium are form different countries including USA, China, Canada, and Singapore. We believe that these different backgrounds and approaches will not only allow us to collide our views and thus generate new understandings of abusive supervision, but also enable us to better understand how to manage and reduce abusive supervision in the workplace. When Critical Supervisory Feedback is Perceived as Abusive Supervision: Social Hierarchy Perspective Presenter: Jo K. Oh; U. of Connecticut Presenter: Hun Whee Lee; Michigan State U. Too Much Self-Control? The Case of Abusive Supervision and Employee Job Tension Presenter: Lindie Hanyu Liang; Wilfrid Laurier U. Presenter: Douglas J. Brown; U. of Waterloo Presenter: Dan Ni; School of Economics and Management Tsinghua U. Presenter: Xiaoming Zheng; Tsinghua U. Impulsive and Strategic Abuse: An Actor-Centric Model with a Self- Regulation Perspective Presenter: Mingyun Huai; Tongji U. Presenter: Huiwen Lian; U. of Kentucky Presenter: Jiing-Lih Farh; China Europe International Business School (CEIBS) Presenter: Haijiang Wang; School of Management, Huazhong U. of Science and Technology Worse Together? A Latent Profile Analysis of Abusive and Supportive Supervisory Behaviors Presenter: Lingtao Yu; U. of British Columbia [ABSTRACT FROM AUTHOR]

With the aim of contributing to careers research, we delineate the differences between external and internal job change intention. We develop and test a model that delineates the antecedents, consequences and boundary conditions for external and internal job change intention. Specifically, by using multi-source and multi-wave data, we find that employee well-being human resource (HR) attribution is positively related to internal job change intention, but is negatively related to external job change intention. We find further differences between external and internal job change intention in examining boundary conditions. The negative relationship between employee well-being HR attribution and external job change intention decreases as task idiosyncratic (task I-deals) increase, whereas, the positive relationship between employee well-being HR attribution and internal job change intention is strengthened with higher task I-deals. Finally, the social dimension of job resource crafting buffers the negative effects of external job change intention on job performance, whereas the structural dimension of job resource crafting strengthens the relationship between internal job change intention and job performance. Our findings provide novel insights in differentiating between external and internal job change intention. [ABSTRACT FROM AUTHOR]

Drawing from uncertainty management theory and the social identity perspective, we examine how and when abusive supervision predicts safety behavior and safety performance. We argue that trait self- uncertainty exacerbates the adverse relationship between abusive supervision and safety behavior, and that chronic collective identity weakens the moderating effect of self-uncertainty. In a two-wave survey study of 468 manufacturing technicians (Study 1) and a three- wave survey study of 590 airline pilots using multisource data (Study 2), we found converging support for these hypotheses. Study 2 extends Study 1 by examining objective safety performance over time as a consequence of abusive supervision through the mediation of safety behavior. We discuss implications for future research and consider possible ways to reduce the safety consequences of abusive supervision. [ABSTRACT FROM AUTHOR]

Many of employees' ideas cannot get recognized by managers and therefore lose the opportunity to be implemented. Drawing on Elsbach and Kramer's (2003) dual process model and related innovation literature, we developed and tested a model predicting that employees who exhibit high levels of idea enactment behaviors and also employ influence tactics will be more likely to get their ideas recognized and therefore, implemented. Using longitudinal data from 181 employees and 57 managers across 16 divisions in a video game and animation company, we found that employees' idea enactment behaviors, characterized by using demos, prototypes, or other physical objects when presenting ideas, can significantly predict the extent to which their creativity is recognized by their supervisors, and this effect can be strengthened by employees' appropriate use of influence tactics. Furthermore, we found that the impact of employees' idea enactment endures to the final implementation stage via supervisor recognized creativity, and this effect can be magnified by supervisors' resourcing ability. Managerial implications are discussed. [ABSTRACT FROM AUTHOR]

Abusive supervision reflects a critical form of destructive leadership. Compared with the large amount of research on the consequences of abusive supervision, less attention has been paid to examining potential factors that may influence employees' perceptions of supervisor abuse. Moreover, there has been a dearth of research on team level abusive supervision, which has been conceived as an emergent construct at the collective level. This study investigated supervisor narcissism as one important precursor of team level abusive supervision climate using a sample of 386 employees from 52 work teams. In addition to a positive relationship between supervisor narcissism and abusive supervision climate, we found that abusive supervision climate was negatively related to team helping assessed by team members, but positively associated with team task performance rated by upper-level managers. Abusive supervision climate mediated the indirect effects of supervisor narcissism on both team helping and team task performance. We discussed the implications of this study for research on abusive supervision, destructive leadership, and narcissism, as well as for organizational and employee practices in terms of reducing and dealing with supervisor abuse. [ABSTRACT FROM AUTHOR]

The importance of ethical leadership for organizational effectiveness has been increasingly recognized, especially as a shield against unethical employee behaviors and corporate conduct. Ethical leadership consists of two aspects: "moral person" and "moral manager." This conceptualization resonates reasonably well with Chinese teachings of Confucius on leadership and management--namely, xiuji (personal meditation) and anren (positively influencing others). Based on the theoretical framework of ethical leadership, we develop and refine a new ethical leadership measure (ELM). Through qualitative studies (i.e., face-to-face interviews, open-ended surveys, and literature review) and four quantitative studies, we establish the reliability, convergent, discriminant, and predictive validities for the ELM in a Chinese context. Using another sample in the United States, we find that the ELM has partial measurement invariance across Chinese and American contexts. We also discuss the theoretical implications of these findings for ethical leadership and cross-cultural management studies, practical implications, and make future research recommendations. [ABSTRACT FROM AUTHOR]

Prior team social network research primarily relied on a static approach and overlooked the dynamic change of team social network over time. Drawing from dynamic stability theory, we argue that external shock, such as the launch of social recognition program manipulated in the present study, could potentially rupture the team social network and leads to performance decline. However, a high shared procedural justice perception right after the experiment intervention is able to mitigate such negative effects. We tested our research model in a pretest-posttest field experiment with a control group. In a sample of 50 teams and 439 employees, we randomly selected half teams as experiment group and the other half as control group. One top performer per team in the experiment group received a °model worker ± award and nobody in the control group received the recognition. Utilizing longitudinal modeling techniques, we model our core concept of team social network change by the latent change score in top performers centrality (i.e., an individual's local connectedness) and teams density (i.e., teams overall connectedness) before- and after- the announcement of social recognition recipients. Findings are generally consistent with our expectations, with the experiment group having stronger effects than the control group. Theoretical and practical contributions are discussed. [ABSTRACT FROM AUTHOR]

Many organizations use social recognition programs (e.g., "employee of the month") as a way to (a) incentivize individual recipients to maintain or enhance their performance and (b) guide improvements in the recipients' teammates by publically acknowledging appropriate and desirable work behaviors. However, research has yet to comprehensively examine the simultaneous influences of individual social recognition in teams. Consequently, there are unanswered questions regarding who (i.e., recipients and/or teammates), if anyone, benefits from social recognition initiatives in team settings. Addressing this void, we construct a multilevel framework of social recognition in teams. Specifically, we argue that social recognition influences recipients' self-regulation processes, which then drive increases in their engagement and performance. Concurrently, we hypothesize that the positive effects of a team member's recognition spillover to other members via social influence processes, especially in dense work networks. Findings from a field experiment of 52 manufacturing teams reveal that social recognition does not significantly enhance recipients' engagement and performance. However, social recognition of a teammate does positively influence the other members' individual and collective performance and, further, these effects are stronger in denser network structures. Thus, individual social recognition programs represent a productive and cost-effective mechanism for boosting team performance. [ABSTRACT FROM AUTHOR]

In the expanding field of ethical leadership research, little attention has been paid to the association between ethical leaders' personal ethical characteristics (beyond personality) and perceived ethical leadership, and the potential influence of ethical leadership on followers' personal ethical characteristics. In this study, we tested a theoretical model to examine leaders' moral identity and moral attentiveness as antecedents of perceived ethical leadership, and follower moral identity and moral attentiveness as outcomes of ethical leadership. Based upon data from 89 leaders and 460 followers in China, collected at two points in time, we found that leaders' moral identity and moral attentiveness (group level) are associated with follower's perceptions of ethical leadership. Ethical leadership is, in turn, associated with followers' moral identity and moral attentiveness (individual level). We found furthermore that ethical leadership mediates the effect of leaders' moral identity and moral attentiveness on followers' moral identity and moral attentiveness. We discuss theoretical contributions, practical implications, and future research. [ABSTRACT FROM AUTHOR]