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Background and Objective High-quality care standards for dementia care are increasingly based on person-centered care principles. To better understand facilitating factors of person-centered care this research focuses on individual characteristics of care professionals. Applying mindset theory to dementia care, we examined dementia mindsets (viewing dementia symptoms as either malleable or fixed) in care professionals. We tested whether there is a positive relationship between a malleable dementia mindset and person-centered care as well as a negative relationship between a fixed dementia mindset and person-centered care. Moreover, we examined whether care professionals’ emotional responses in care situations help explain associations between dementia mindsets and person-centered care. Research Design and Method In two cross-sectional studies, care professionals of long-term care facilities (total N = 370) completed a measure of dementia mindsets and reported their emotional and behavioral responses to five care scenarios. Regression and mediation analyses were performed. Findings The tested hypotheses were partially supported. A fixed dementia mindset predicted reported person-centered care negatively, while a malleable dementia mindset did not. Mediation analyses suggest that reduced negative emotions may underlie the association between a malleable mindset and reported person-centered care, while reduced positive emotions in care situations may underlie the association of a fixed mindset and reported person-centered care. Study 2 partially replicated these findings. A fixed mindset and positive emotional responses were the most robust predictors of reported person-centered care. Discussion and Implications This study extends knowledge on facilitators (positive emotional responses to care situations) and barriers (fixed dementia mindset) to person-centered care in care professionals working with persons with dementia. We discuss how dementia mindsets and emotional responses to care situations may be a fruitful target for trainings for care professionals.

PurposeIn this meta-analysis, the authors investigate the relationship between self-construal and conflict management strategies and shed light on the inconsistent findings in the literature. Moreover, they examine the mediating role of face concerns in this relationship. Importantly, the present meta-analysis is the first to test the assumptions of face-negotiation theory with the meta-analytic structural equation modeling (MASEM), which enabled the authors to test the hypothesized relationships in one single model.Design/methodology/approachThe authors used the method of MASEM to test the relationship between self-construal and conflict management and assess the mediating role of face concerns. In this regard, the authors employed one-stage meta-analytic structural equation modeling to perform MASEM and its moderators.FindingsTwo hundred fifty-four effect sizes based on thirty-three studies were pooled in this meta-analysis. The authors found that individuals with stronger independent self-construal and stronger self-face concerns were more likely to use forcing. Moreover, the relationship between independent self-construal and forcing was mediated by self-face concerns. Individuals with a stronger interdependent self-construal and individuals with stronger other-face concerns were more likely to use problem-solving and yielding. The relationship between interdependent self-construal and problem-solving and yielding was mediated by other-face concerns. Finally, interdependent self-construal also had an indirect effect, via other-face concern, on avoiding and compromising.Originality/valueThe present meta-analysis is the first effort that the authors are aware of to test the assumptions of face-negotiation theory (FNT) using MASEM method. The authors used one-stage meta-analytic structural equation modeling viewed as the state of the methods to perform MASEM and its moderators. They employed full information meta-analytic structural equation modeling to show the generalizability and heterogeneity of structural equation modeling parameters. They applied studentized deleted residuals to assess outlier analysis and also conducted different methods to perform MASEM to check the robustness of the findings resulted. Finally, the current study adds multiple methods of assessing for publication bias.

Primary psychopathy in leaders, also referred to as successful psychopathy or corporate psychopathy, has been put forward as a key determinant of corporate misconduct. In contrast to the general notion that primary psychopaths’ destructiveness cannot be controlled, we posit that psychopathic leaders’ display of self-serving and abusive behavior can be restrained by organizational contextual factors. Specifically, we hypothesize that the positive relationship between leader primary psychopathy on the one hand and self-serving behavior and abusive supervision on the other will be weaker to the extent that the organizational context (clear rules and policies, sanctionability of misconduct, and transparency of behavior) is stronger. Three studies (one experiment, one survey of leader–subordinate dyads, and one survey of teams) showed that clear rules in particular weakened the positive association between leader primary psychopathic traits and their self-serving and abusive behavior. Explanations for why clear rules rein in primary psychopathic leaders’ destructive behavior more than sanctionability of misconduct and transparency of behavior will be discussed.

Leaders with dark personalities are notorious for their destructive influences at work. Yet, it may not be enough for organizations to solely focus their interventions on leaders exhibiting dark personalities. Instead, we argue that systemic interventions that rely on levers at multiple organizational levels may be more fruitful in tackling destructive leadership. Specifically, we propose that interventions accounting for the individual characteristics of leaders and followers, as well as the organizational contexts in which destructive leadership is allowed to occur, are more likely to be effective and sustainable. By integrating literature from management, psychology, and educational sciences, we propose a framework that could serve as a guideline for organizational interventions and spur future research on how to mitigate destructive leadership processes.

While research on abusive supervision is thriving, we still know very little about the sustained nature of the phenomenon. Additionally, most papers focusing on the prolonged character of the detrimental relational dynamic take a within-dyad perspective, largely ignoring within-person, group or other external influences. Addressing these gaps in the literature, we introduce the Barriers Model of Abusive Supervision. This model posits a hierarchically organized set of obstacles that make it difficult for followers to escape the abusive supervisor, explaining why abuse can continue over long periods of time. Specifically, we present an onion-shaped model in which the follower has a central position with each subsequent layer representing a more external cluster of barriers to leaving the abusive supervisor. Ranging from external to internal, these layers are: Barriers in the larger societal context (Layer 1; e.g., ambiguous laws), barriers in the organizational context (Layer 2; e.g., unclear policies), barriers due to the abusive supervisor (Layer 3; e.g., isolating followers), and barriers within the abused follower (Layer 4; e.g., implicit leadership theories). We hope that our model inspires future research on the sustained nature of abusive supervision and provides practitioners with the necessary background information to help abused followers escape their supervisors.

How leaders construe their power may greatly affect the quality of relationships they have with their followers. Indeed, we propose that when leader power is (perceived to be) construed as responsibility, this will positively affect the extent to which followers perceive high quality leader-follower relationships (LMX), whereas the opposite will be true when leader power is (perceived to be) construed as opportunity. Moreover, we argue that these relationships are contingent on contextual influences, such that the effects will be particularly strong in environments characterized by competition, because such environments exacerbate the impact of leaders’ behavior. The results of a scenario experiment (Study 1), and a two-week time-lagged study among organizational employees (Study 2), showed that a manipulation of leaders’ tendency to view power as responsibility (Study 1), and followers’ perception of the extent to which their leader sees power as responsibility (Study 2) is positively related to follower LMX perceptions. Moreover, both Studies 1 and 2 and a dyadic field study in which we asked leaders to report on their tendency to view power as responsibility (Study 3) showed that this effect is stronger when the organizational climate is highly competitive. The results pertaining to power as opportunity were less consistent, but suggest a negative relationship with perceived LMX (Study 2), particularly when the organizational climate is highly competitive (Study 3). We conclude that the potential effects of leaders’ construal of power as responsibility or opportunity deserve more research attention than previously awarded and provide managerial ramifications of our findings.

In this paper, we address the relation between Leader‐Member Exchange (LMX; the quality of the relationship between leader and subordinate), employee creativity (the generation of novel and useful ideas), and employee innovation (the promotion and implementation of these ideas). In the current set of studies, we test the competing hypotheses that LMX will either have a direct effect on employee innovation, or an indirect effect through employee creativity. In a field study of leader–subordinate dyads (N = 118), we found that LMX had no direct effect on employee innovation, and that employee creativity fully mediated the relationship between LMX and innovation. In a follow‐up two‐wave field study of employees (N = 398), we found that the LMX dimension professional respect predicted innovation through creativity, while the other dimensions did not. The results of this work indicate that research on LMX and innovation requires a multidimensional perspective, and that it may be valuable to differentiate between creativity and innovation.

Visionary leaders paint an image of the future with the intention to persuade others to contribute to the realization of that specific future. In the current study, we test the hypothesis that visionary leadership stimulates team creativity and innovation because visionary leadership promotes goal alignment amongst team members which, in turn, facilitates team creativity and innovation. In an experimental study (N = 50 groups), we found that goal alignment indeed mediated the relationship between visionary leadership and team creativity, but not between visionary leadership and team innovation. In a field study (N = 308 respondents) we found visionary leadership to be related to both team creativity and innovation through goal alignment. Moreover, the field study also showed that communication quality strengthened the relationship between goal alignment and team innovation. We discuss the theoretical and practical implications of visionary leadership in teams where creativity and innovation are desirable team performance outcomes.

Career exploration refers to the exploration of the environment and the self with the aim of gathering career-related information. On the basis of Lent and Brown's (2013) model of career self-management (CSM), the current meta-analysis examined the antecedents and outcomes of career exploration among college students (K = 109, N = 34,969 students). We found support for the applicability of the CSM model to the context of students' career exploration. Specifically, positive associations were found for the association of the three core person-cognitive variables self-efficacy for career exploration and decision-making (rc = 0.52), outcome expectations (rc = 0.31), and career-exploratory goals (rc = 0.42) with career exploration. Results of path analyses suggest that the effects of both self-efficacy and outcome expectations on career exploration are mediated by career-exploratory goals. Further, in line with the CSM model, career exploration was positively related to career-related support (rc = 0.33) and negatively related to barriers (rc = −0.15). Moreover, career exploration was associated with important career-related outcomes, such as career decidedness (rc = 0.22), and perceived employability (rc = 0.35). Exploratory moderator analyses revealed that some relationships are influenced by sample (i.e., age, gender, cultural background) and measurement (e.g., publication date) characteristics. The findings of this meta-analysis highlight several implications for the further development of the CSM model, future research on students' career exploration, and career development practice.

Background The challenge of combining professional work and breastfeeding is a key reason why women choose not to breastfeed or to stop breastfeeding early. We posited that having access to a high-quality lactation room at the workplace could influence working mothers’ satisfaction and perceptions related to expressing breast milk at work, which could have important longer term consequences for the duration of breastfeeding. Specifically, we aimed to (1) develop a checklist for assessing the quality of lactation rooms and (2) explore how lactation room quality affects lactating mothers’ satisfaction and perceptions. Drawing on social ecological insights, we hypothesized that the quality of lactation rooms (operationalized as any space used for expressing milk at work) would be positively related to mothers’ satisfaction with the room, perceived ease of, and perceived support for milk expression at work. Methods We conducted two studies. In Study 1 we developed a lactation room quality checklist (LRQC) and assessed its reliability twice, using samples of 33 lactation rooms (Study 1a) and 31 lactation rooms (Study 1b). Data were collected in the Northern part of the Netherlands (between December 2016 and April 2017). Study 2 comprised a cross-sectional survey of 511 lactating mothers, working in a variety of Dutch organizations. The mothers were recruited through the Facebook page of a popular Dutch breastfeeding website. They completed online questionnaires containing the LRQC and measures aimed at assessing their satisfaction and perceptions related to milk expression at work (in June and July 2017). Results The LRQC was deemed reliable and easy to apply in practice. As predicted, we found that objectively assessed higher-quality lactation rooms were associated with increased levels of satisfaction with the lactation rooms, perceived ease of milk expression at work, and perceived support from supervisors and co-workers for expressing milk in the workplace. Conclusions The availability of a high-quality lactation room could influence mothers’ decisions regarding breast milk expression at work and the commencement and/or continuation of breastfeeding. Future studies should explore whether and how lactation room quality affects breastfeeding choices, and which aspects are most important to include in lactation rooms.

Migration poses a strong contextual change for individuals and it necessitates the adjustment of goals and aspirations. Although goal-related processes seem highly relevant to migration success (e.g., migrant well-being and adjustment), existing research in the area is scattered and lacks an overarching theoretical framework. By systematically analyzing the current literature on goal pursuit in the migration context, we aim to give an overview of the current state of the field, identify areas that need further research attention, and recommend alternative methodological approaches for future studies. This systematic literature review uses the different stages of the migration process (pre-migration, during migration, and potential repatriation or onward migration) and the three different goal facets (goal structure, goal process, and goal content) as an organizing framework. Our discussion focuses on the theoretical and methodological implications of our findings. The article demonstrates the need for further research in the field of goal pursuit in the migration context.

The generation of ideas and the subsequent promotion and implementation of these ideas are important for organizational performance. Unfortunately, however, ideas do not always turn into innovations. Based on the ambidexterity theory of leadership for innovation, we argue that both employee idea generation and the relationship between idea generation on the one hand and idea promotion and idea realization on the other, could benefit from leaders who display both opening (fostering exploration) and closing behaviours (fostering exploitation). Results based on dyadic data (N = 201 dyads) partly supported our hypotheses, showing that opening leader behaviours were positively related to idea generation and subsequently to idea promotion and idea realization, and that closing leader behaviours strengthened the relationship between idea generation and idea realization (but not the relationship between idea generation and idea promotion). We discuss how our research contributes to knowledge about ambidextrous leadership and the relationship between idea generation and innovation.

Background and ObjectivesCare professionals differ in how they experience and respond to dementia caregiving. To explain such differences, we developed a new measure: the Dementia Mindset Scale. This scale captures the extent to which care professionals view dementia as stable and fixed (akin to the biomedical perspective) or as flexible and malleable (akin to the person-centered approach).Research Design and MethodsWe conducted four studies to develop the scale. We tested items for comprehensibility, assessed the scale’s factorial structure and psychometric properties, and investigated its predictive validity for care professionals’ well-being.ResultsA new scale with a two-factor structure—distinguishing a malleable dementia mindset from a fixed dementia mindset—was developed. Results showed good convergent and divergent validity. Moreover, the dementia mindsets predicted aspects of job-related well-being in care professionals.Discussion and ImplicationsThe scale allows for the assessment of individual differences in how care professionals see dementia. This insight can be used to improve interventions aimed at enhancing care professionals’ well-being and quality of care.

Research demonstrates that situational uncertainty or crisis strongly influences the endorsement of the more charismatic or decisive leadership styles and that inspirational communication is at the heart of these styles. However, there is currently little understanding of what leaders should convey through their communication to be endorsed in crisis. Based on regulatory focus theory, we argue that times of crisis make leaders who use more promotion-oriented communication more likely to be endorsed and leaders who use more prevention-oriented communication less likely to be endorsed. Results of Study 1, an archival study of U.S. presidents, show that presidents who use more promotion-oriented communication are more endorsed but only if economic growth is low or if inflation is high, while no effects of the use of prevention orientation of communication surfaces. Results of Study 2, a laboratory experiment, show that leaders who communicate a promotion orientation, as compared to a prevention orientation, motivate higher performance in participants in a crisis condition, but that there is no difference in a no-crisis (i.e. control) condition. Finally, results of Study 3, a scenario experiment, demonstrate that organizational leaders that communicate more promotion-oriented (as opposed to more prevention-oriented) have a higher chance of being endorsed but only in times of crisis and that this effect is mediated by followers’ motivation to realize the plans of the leader.

The popular media has repeatedly pointed to pride as one of the key factors motivating leaders to behave unethically. However, given the devastating consequences that leader unethical behavior may have, a more scientific account of the role of pride is warranted. The present study differentiates between authentic and hubristic pride and assesses its impact on leader ethical behavior, while taking into consideration the extent to which leaders find it important to their self-concept to be a moral person. In two experiments we found that with higher levels of moral identity, authentically proud leaders are more likely to engage in ethical behavior than hubristically proud leaders, and that this effect is mediated by leaders' motivation to act selflessly. A field survey among organizational leaders corroborated that moral identity may bring the positive effect of authentic pride and the negative effect of hubristic pride on leader ethical behavior to the forefront.

Introduction Most people want to be happy in their lives and actively try to achieve some degree of contentment. Previous studies have shown that pursuing goals can increase peoples’ well-being and that in order to understand the role of goals in well-being, it is important to differentiate between the importance and the attainment of both extrinsic and intrinsic goals. Yet, the issue of how the congruence between goal importance on the one hand and goal attainment on the other affects well-being has rarely been addressed. Aims We investigated if well-being is a function of goal pursuit, or more precisely, if the extent to which people are satisfied with their lives is a result of their success in achieving goals that are relatively important to them. We expected that goal attainment would be a stronger predictor of well-being than goal importance. We also expected that the congruence between intrinsic goal attainment and importance would be positively related to subjective well-being. In addition, we explored whether the congruence between extrinsic goal attainment and importance would be negatively or positively associated with subjective well-being. Methods A survey of 149 Hungarian adults was conducted (75% female). To test our hypotheses we used bivariate polynomial regression and response surface analysis. This tool is ideal to measure the joint effect of two predictor variables on a third variable, such as the goal importance and goal attainment on well-being. Results Intrinsic goal attainment is positively related to well-being (B = .77, p = .04), while goal importance has no such effect. We also found that the congruence between intrinsic goal importance and goal attainment is positively related to well-being (a1 = 1.29, p = .04). The polynomial regression with well-being as the dependent variable and extrinsic goal attainment and importance as the predictor variables showed that whereas extrinsic goal importance (B = –.32, p = .02) has a negative relationship with well-being, goal attainment (B = .51, p = .007) has a positive one. Moreover, we found that well-being is higher when extrinsic goal attainment is higher than extrinsic goal importance (a3 = –.84, p = .005) and that well-being increases more sharply to the extent that the degree of discrepancy increases (a4 = –.41, p = .03). Conclusions Based on our results it seems that the congruence between intrinsic goal attainment and goal importance enhances our well-being. While valuing extrinsic goals does not seem to increase happiness, attaining those goals does so.

Dark Triad personality traits in the workplace comprise the traits narcissism, Machiavellianism, and psychopathy. The Dark Triad, and its relationships with individual and organizational variables, has received increasing attention in organizational behavior research. These three traits share a lack of concern for others but also have idiosyncratic attributes. Narcissism is characterized by a sense of entitlement and self-absorption. Machiavellianism comprises a focus on instrumentality and willingness to engage in manipulation. Psychopathy, possibly the darkest of the three traits, renders individuals callous, impulsive, and displaying antisocial behavior. While Dark Triad traits may be adaptive in some regards (e.g., narcissism facilitates leadership emergence), the majority of empirical findings point to the damage that individuals high in those traits can do to other organizational members and effective organizational functioning.

The purpose of the present research is to shed light on whether and when migrants’ goal pursuit relates to their acculturation and well-being. Previous research has demonstrated the beneficial role of striving for and attaining intrinsic goals on well-being. Yet, the relationship between the pursuit of intrinsic goals and acculturation has hardly been addressed. To fill this void, we investigated whether migrants’ acculturation and well-being can be seen as a function of their pursuit of intrinsic goals. We posited that the attainment of intrinsic goals would positively predict migrants’ level of acculturation and subsequent well-being, particularly when migrants deemed these goals to be important. We tested our hypotheses in two scenario studies and two surveys. In all four studies we confirmed our hypothesis that migrants’ intrinsic goal attainment and well-being is mediated by their acculturation level. However, in only two of the four studies did we find support for our hypothesis that the relationship between intrinsic goal attainment and acculturation is moderated by intrinsic goal importance. We discuss the theoretical implications and the practical consequences of our findings. Furthermore, we outline future research directions that could deepen our understanding of the relationship between migrants’ goal pursuit and their acculturation.

It has been argued that how a person's career unfolds is increasingly affected by his or her own values, personality characteristics, goals and preferences. The current study addresses the issue of how we can explain that personality traits are associated with the enactment of certain career roles. Two survey studies (e.g., a two wave worker sample and a cross-sectional worker sample) were conducted to investigate the relationships between personality traits, career role preferences and career role enactment. As expected, results indicate that peoples' personality traits predicted the preference for certain roles in the work context which, in turn, predicted the career roles they actually occupy. Specifically, our findings show that Extraversion, Conscientiousness and Openness to experience influence various career role preferences (i.e., Maker, Expert, Presenter, Guide, Director, and Inspirer role preferences) and, subsequently, the enactment of these career roles. Other traits, such as Neuroticism and Agreeableness, seem less important in predicting role preferences and subsequent role enactment. These results underline the importance of acknowledging not only individual trait differences but especially role preferences in explaining how careers develop over time. Further implications, limitations and research ideas are discussed.

Background Breastfeeding has important positive long-term health consequences for infants and mothers. The World Health Organization recommends that all infants should be exclusively breastfed for six months or longer, and advises continuation of breastfeeding for two years or beyond. However, these recommendations are not met in many countries. This study examined whether a comprehensive, evidence-based breastfeeding intervention, the Breastfeeding Support Programme (BSP), promotes prolonged duration and exclusivity of breastfeeding among its participants. Methods A quasi-experimental design was used to compare breastfeeding duration and exclusivity in the BSP group (N = 66) to breastfeeding duration and exclusivity in a control group (N = 72). Participants who followed the BSP were provided with 6 consults delivered by a lactation consultant. The consults started during pregnancy and continued up until 10 weeks after delivery. Participants in the control group did not follow the BSP. Pretest and posttest questionnaires were administered through the internet. A Cox proportional hazards regression analysis was used to estimate adjusted hazard ratios (HR) and 95% confidence intervals (CI) for cessation of any and exclusive breastfeeding, while controlling for differences at baseline. Results The effect of the BSP on survival rates for any and exclusive breastfeeding were significant while controlling for differences between the two groups at baseline (respectively HR = 0.34, p

The importance of strategic behavior in organizations has long been recognized. However, so far the literature has primarily focused on leaders’ strategic behavior, largely ignoring followers’ strategic behavior. In the present paper, we take a follower trait perspective to strategic follower behavior, specifically focusing on how followers’ Dark Triad traits (i.e., narcissism, Machiavellianism, and psychopathy) influence their strategic behavior. We argue that Dark Triad related strategic follower behavior is likely to have negative effects for fellow organizational members and the organization as a whole. We also present ‘red flag’ behaviors that may signal followers' tendencies to engage in shady strategic behaviors. Then, we put forward factors that may mitigate or increase the occurrence of shady strategic behaviors of followers scoring high on Dark Triad traits, focusing especially on leader attributes and specifics of the organizational context. Finally, we discuss if and how followers’ Dark Triad traits could benefit the organization, and highlight emerging issues in research on strategic follower behavior.

Summary A well-known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post-merger identification requires taking the pre-merger status of the merger partners relative to each other into account. This is because relative pre-merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for employees of a high status pre-merger organization, we expected post-merger identification to be strongly influenced by (i) pre-merger identification and (ii) the perceived change in the status. In contrast, we expected post-merger identification of employees of a low status pre-merger organization to be strongly affected by the perceived justice of the merger event. Longitudinal data were obtained from a merger of two public sector organizations and the results supported our hypotheses. Our study shows that the extent to which pre-merger identification, status change, and justice are important determinants of post-merger identification depends on the relative pre-merger status of the merger partners. Our discussion focuses on theoretical implications and managerial ramifications of these findings. Copyright © 2016 John Wiley & Sons, Ltd.

Solid-phase multiplex-bead assays are widely used in transplantation to detect anti-human leukocyte antigen (HLA) antibodies. These assays enable high resolution detection of low levels of HLA antibodies. However, multiplex-bead assays are costly and yield variable measurements that limit the comparison of results between laboratories. In the context of a Dutch national Consortium study we aimed to determine the inter-assay and inter-machine variability of multiplex-bead assays, and we assessed how to reduce the assay reagents costs. Fifteen sera containing a variety of HLA antibodies were used yielding in total 7092 median fluorescence intensities (MFI) values. The inter-assay and inter-machine mean absolute relative differences (MARD) of the screening assay were 12% and 13%, respectively. The single antigen bead (SAB) inter-assay MARD was comparable, but showed a higher lot-to-lot variability. Reduction of screening assay reagents to 50% or 40% of manufacturers' recommendations resulted in MFI values comparable to 100% of the reagents, with an MARD of 12% or 14%, respectively. The MARD of the 50% and 40% SAB assay reagent reductions were 11% and 22%, respectively. From this study, we conclude that the reagents can be reliably reduced at least to 50% of manufacturers' recommendations with virtually no differences in HLA antibody assignments.

For a long time, organizations and organizational has research mainly focused on the influence of positive characteristics of (prospective) employees. However, more and more people have started to realize – both in academia and in organizations – that paying due attention to negative or dark traits is at least as important, because these traits can strongly influence organizational processes, interpersonal relations, and outcomes. In this introduction to the special issue, we discuss why the theme is relevant and how organizations can best apply insights into the dark side of personality. We then introduce the articles in the special issue.

While selecting for and developing positive leader traits and behaviors can improve leadership performance, forgetting about the destructive aspects of leadership is risky. Because of leaders’ direct and indirect influence in organizations (for example, giving orders to followers, establishing reward and information systems, setting norms, acting as role models, shaping an organization’s culture), destructive leaders have the potential to do harm to followers, organizations, and external stakeholders. This chapter offers a brief overview of the most researched concepts in the field of destructive leadership, showcases empirical results that emphasize their importance, and addresses several questions concerning: followers’ perspectives on, and definitions of, destructive leaders; the extent to which destructive leadership is intended or the consequence of incompetence/indifference; whether destructive outcomes are the leader’s intention or a mere side-effect of other aims, such as performance management; and how context influences the perception and actual behaviors of destructive leadership. Addressing these four questions may help us to overcome blind spots in leadership research, practice, and teaching, thus providing a more complete perspective of what the leadership process in fact entails.

Organizational researchers have focused on the potential benefits of the Dark Triad personality traits (i.e., psychopathy, Machiavellianism, and narcissism) in organizational contexts. The current research builds on this research, examining the link between employee and supervisor Dark Triad traits and perceived employee innovative behavior (idea generation, idea promotion, and idea implementation) on the workfloor. Regression analysis on the data of 306 pairs of employees and their supervisors revealed that employee Machiavellianism was negatively related and employee psychopathy was not related to supervisor ratings of employee innovative behavior. In addition, a positive relationship between employee narcissism and supervisor ratings of employee innovative behavior emerged. However, this effect was weakened by supervisor narcissism: only when supervisors themselves were low on narcissism did employee narcissism foster positive perceptions of employee innovative behavior (specifically idea promotion). We discuss the value of differentiating between the three Dark Triad traits and the subscales of innovative behavior in order to more fully understand supervisors’ assessments of their employees.

The purpose of the present research was to investigate if and when leaders’ trait-like tendency to experience contempt would result in a lack of constructive attitudes and behaviors towards subordinates and an increase in destructive attitudes and behaviors towards subordinates. Previous research shows that increased power aligns individuals’ behavior with their trait-like tendencies. Accordingly, we hypothesized that leader contempt and power will interact to predict leaders’ people orientation, ethical leadership, dehumanization, and self-serving behavior. Across three studies, we indeed found that contempt was more negatively associated with leaders’ people orientation and ethical leadership, and more positively associated with dehumanization and leaders’ self-serving behavior, when the leader had higher levels of power rather than lower levels of power. These results are discussed in the context of corporate ethical scandals demonstrating leaders’ focus on personal gain to the detriment of the needs of their subordinates.

Feedback is a basic tool that is used to stimulate learning and performance at all organizational levels. However, negative feedback can sometimes evoke defensive responses such as feelings of anger or the repudiation of the feedback. In two experiments we explored whether people’s negating responses to feedback are grounded in their emotional instability, and if this effect is stronger for those who hold more power. The findings from Study 1 (N = 84) showed that in response to negative feedback more emotionally unstable individuals experienced more anger. In Study 2 (N = 47) we indicated that anger mediated the negative effects of emotional instability and power on liking of the feedback provider, perceived ability of the feedback provider, and feedback acceptance. Our findings indicate that power strengthens the influence of emotional instability on responses to negative feedback and point to the importance of anger as the underlying factor influencing crucial attitudinal feedback reactions.

Although negative feedback is usually provided with the best of intentions, it often causes unfavorable affective reactions in the receiver such as anger and shame. The purpose of the present research is to identify factors that may attenuate or intensify these reactions to negative feedback. We argue and show across a laboratory experiment and a field study that feedback framing may affect feelings of anger and shame, but only for high (vs. low) power individuals. Given the prevalence of power differences in many feedback situations (e.g., in the organizational context), our findings may provide valuable information for the successful provision of negative feedback.

The present research sought to examine when and why transformational and transactional leadership are perceived by followers to be effective. A series of five studies revealed that perceived effectiveness of transformational and transactional leadership is influenced by the fit between leadership style-driven encouraged strategies and followers' preferred strategies. Specifically, we found that transformational leadership primarily encourages promotion-focused strategies and, accordingly, creates a regulatory fit for promotion-focused followers. In contrast, transactional leadership primarily encourages prevention-focused strategies, creating a regulatory fit for prevention-focused followers. As a consequence of this regulatory fit, leadership is perceived as more effective and predictive of enhanced effort. By integrating literature on self-regulation with insights from leadership research, this research contributes to a deeper understanding of the leadership process and of interpersonal influences on self-regulatory experiences.

When do followers feel valued by their leader? We propose that leaders' regulatory focus can make followers feel valued when leaders' regulatory focus is the same as followers' regulatory focus, that is, when there is regulatory fit between leaders and followers. We further propose that the reason why this occurs is that leaders' regulatory focus impacts on their transformationals-transactional leadership, and these behavioral styles in turn also differentially fit followers' regulatory focus. Results from a group experiment supported these expectations. Followers felt valued by their leaders when the two parties' regulatory foci fit, and this effect resulted from leaders' transformational and transactional leadership behavior.

Individuals often do not seek as much performance feedback as they actually need in order to adapt to their environment and to improve their performance. The aim of the present research is to examine which individuals are less likely to seek feedback and what their underlying motives are. Across three studies, we argue and show that individuals are less likely to seek feedback when they experience high (vs. low) interpersonal uncertainty, particularly when they feel powerful. As expected, stronger ego- protective motives and weaker image-enhancement motives among powerful individuals who feel interpersonally uncertain explain these findings. The discussion focuses on how these findings contribute to the understanding and promotion of feedback seeking in organizations.

The present study examines the moderating role of future interaction expectation in the relationship between affective sharing and work groups' task performance. We argue that group affect, a group defining characteristic, becomes more salient to its members when it is interactively shared, and that the anticipation of future interaction may strengthen the effects of group defining characteristics on subsequent group member behaviour. As a consequence, interactive sharing (vs. non-interactive sharing) of negative affect is more likely to influence work group outcomes when group members expect to meet again. Results from a laboratory experiment with 66 three-person work groups indeed show that interactively shared (vs. non-interactively shared) negative affect facilitated work groups' analytical task performance, whereas it inhibited performance on a creative fluency task when groups have expectations of future interaction and not when they do not have such expectations. The discussion focuses on how these results add to theory on group affect and contribute to insights in the effects of future interaction expectation. © 2012 The British Psychological Society.

Regulatory fit is an experience of motivational force that makes individuals feel 'right'. Prior work has almost exclusively focused on how regulatory fit affects individuals' experience of tasks, activities, and products and has primarily focused on the bright side of regulatory fit. The current research sought to provide evidence that the motivational force from regulatory fit affects interpersonal evaluation, and to reveal both the bright and dark side of regulatory fit. Specifically, Experiments 1 and 2 demonstrate that regulatory fit between evaluator regulatory focus (measured or imposed) and the regulatory focus expressed in an application letter, enhances liking for the job applicant. Experiments 3 and 4 show that incidentally induced regulatory fit (relative to non-fit) enhances liking for an initially liked target person but enhances disliking for an initially hated target person. Hence, this research helps better understand consequences of regulatory fit for interpersonal evaluation, both like and dislike. (C) 2013 Elsevier Inc. All rights reserved.

Previous studies have found mixed results regarding the influence of positive and negative leader affect on follower performance. We propose that both leader happiness and leader sadness can be beneficial for follower performance contingent on whether the task concerns creative or analytical performance. This proposition was put to the test in two experiments in which leader affective display was manipulated and the performance of (student) participants was assessed. The results supported our hypothesis that a leader's displays of happiness enhance follower creative performance, whereas a leader's displays of sadness enhance follower analytical performance. Contrasting these findings with evidence for a subjective rating of leadership effectiveness, in line with an implicit leadership theory interpretation, leaders were perceived as more effective when displaying happiness rather than sadness irrespective of task type. The second study showed that the effects of leader affective displays on followers' creative performance and perceived leadership effectiveness are mediated by follower positive affect, indicating that emotional contagion partly underlies these effects. (C) 2012 Elsevier Inc. All rights reserved.

Previous work has focused on the potential maladaptive consequences of the Dark Triad personality traits (i.e., Machiavellianism, psychopathy, and narcissism) in organizational contexts. This research builds upon this work, examining the influence of supervisor position power on the relationship between supervisor Dark Triad traits and abusive supervision in teams. Regression analysis on the data of 225 teams revealed that supervisor Machiavellianism is positively related to abusive supervision in work teams, but only when supervisors perceive their position power to be high rather than low. We discuss how power may function as an amplifier, bringing behavioral consequences of predispositions, emotions and beliefs to the forefront. We also focus on the value of differentiating between the three Dark Triad traits in order to more fully understand how they may relate to the abuse of employees.

Leadership is crucial for the successful internal implementation of open innovation (OI) initiatives. Based on empirical evidence from the leadership, organizational change, and OI literatures, this chapter provides practical guidelines that can help leaders overcome some of the most common internal impediments to OI adoption. Specifically, it stresses the critical role that leaders can play in (1) getting people on board by creating and promoting a shared vision of OI, (2) earning employee commitment to OI by showing in words and deeds that it is more than just a new flavor of the month, (3) reshaping the definition of success by challenging assumptions about appropriate behaviors and aligning the reward/incentive systems, and (4) contributing to internal capability building by developing individuals and facilitating the development of internal networks. Moreover, it provides some practical strategies for leaders interested in embedding OI into their organizations.

This study explored whether accountability influences the relationship between power and leader self-serving behavior. Across three studies, using both experimental manipulations and individual difference measures, we found that accountability mitigated the effects of power on leader self-serving behavior. Specifically, we found that powerful accountable leaders acted less self-servingly than their non-accountable counterparts. Moreover, as expected, low power leaders' behaviors were not affected as strongly by the explicit presence of accountability constraints. Overall, these results suggest that holding powerful leaders accountable for their actions could serve as a powerful tool to prevent potential self-serving actions on their part. (C) 2011 Elsevier Inc. All rights reserved.

An abundance of ethical violations on the part of organizational leaders prompted the debate about the need for ethical leadership. Moreover, it spawned research interest in understanding the conditions that may prompt some leaders to pursue their own interests at the expense of their group, whereas others do not. This study explored whether the interplay between leader self-construal and leader power may explain this phenomenon. Across one laboratory experiment and one organizational survey, we showed that leader power interacted with leader self-construal in predicting leader self-serving behavior. Overall, our studies suggest that leader self-construal substantially shapes leader internal states and goals, and that the effects hereof on self-interested behavior are strengthened under conditions of high power.

The purpose of this study was to investigate if shared perceptions of organizational justice affect externally rated group-level performance. Previous studies did not consider distributive justice, nor did they control for the possible confounding effects of baseline performance. The present study relates shared perceptions of procedural, interactional, and distributive justice to externally rated departmental level academic performance and takes previous performance into account. We found support for the distributive justice performance link, partial support for the procedural justice-performance link, but contrary to our expectations interactional justice was unrelated to performance. All in all, the results seem to support the call for a re-examination of the role of distributive justice in organizational processes.

The present research investigated the relationship between leader self-definition processes and leader self-serving behaviors. We hypothesized that self-definition as a leader interacts with social reference information (descriptive and injunctive) in predicting leader self-serving actions Six studies (i.e.. two laboratory experiments, two scenario experiments, and two cross-sectional surveys) showed that self-definition as a leader affected the extent to which leader resource self-allocations were informed by descriptive information (i.e. other leaders' self-allocations) and injunctive information (i.e., effective leadership beliefs). Leaders self-defining more strongly as leaders relied more on other leaders' self-allocations and on effective leadership beliefs when allocating resources to the self than those self-defining less strongly as leaders. The data suggest that leaders are more likely to use social reference information when their self-definition is deeply embedded in those references. (C) 2010 Elsevier Inc. All rights reserved