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We introduce a new commentary series at the Journal of Leadership and Organizational Studies titled Fireside Chats. The series purpose is to broaden the current dialogue on leadership research to include pieces that share wisdom and inspire ideation, nurturing and assessment of the field. Senior scholars are invited to share their views and opinions which we will feature as Fireside Chat commentaries. Their intended value is to offer a widely-accessible conversation space to reflect, create, and share wisdom.

Past merger and acquisition research has reported mixed findings on the impact of mergers on workforces. To address these ambiguities and advance merger research at the organizational level of analysis, we present a natural quasi-experiment focusing on mergers in the English National Health Service. Building on organizational support theory and conservation of resources theory, we propose that merger events represent environmental stressors, with negative implications for employees' subjective (job satisfaction) and objective (absenteeism) outcomes. However, extending previous theorizing, we argue that by increasing their supportive leadership, midlevel management can compensate for the resource losses incurred during mergers, and in doing so, minimize the adverse impact on their workforces. We test our predictions in the context of multiple primary care trust mergers, which took place in 2006. We analyzed the annual staff surveys, combined with objective information on employee absenteeism, and compared merging organizations with nonmerging organizations before (2005) and after (2007) the mergers. As expected, employees of merging (vs. not merging) organizations showed stronger decreases in job satisfaction, and these decreases in subjective outcomes were associated with increases in absenteeism over the course of the merger process. However, consistent with our propositions, we found that increases in supportive leadership during the merger period served to mitigate these negative outcomes. Our results highlight the organizational-level implications of mergers and the role that midlevel management can play in compensating for the losses experienced during (stressful) merger events. We discuss the implications for dynamic models of merger integration and leadership during change. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Individual and team creativity and innovation are essential for organizational effectiveness and success. The typology we developed in 2014 has stimulated much research in the past decade. We review this body of work and structure our article around the four quadrants described in our typology. We then revisit and update the eight research recommendations we proposed previously, identifying rich opportunities for developing theory and conceiving empirical studies. Finally, we highlight four desirable directions that help to chart the path for conducting frame-breaking research and accelerating theoretical breakthroughs.

Although researchers have highlighted the importance of diversity beliefs (i.e., team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus toward diversity and personal testimonial (compared with factual) knowledge. Results from an experiment conducted with 175 teams revealed that both a promotion focus and personal testimonial knowledge independently contributed to more positive diversity beliefs and consequently increased team elaboration of task-relevant information as well as integration of different perspectives. Our results reveal key factors that can influence diversity beliefs and underscore the pivotal role of diversity beliefs in improving the extent to which team members elaborate information and integrate diverse perspectives.

Is “be yourself” always the best advice? We suggest that interpersonal consequences of behaving authentically depend on the extent to which individuals identify with the social environment where they behave authentically. Bridging the research on authenticity, social identity, and conflict, we propose that for high identifiers, authentic behavior reveals how similar they are to others, thereby reducing dyadic relationship conflict. When social identification is low, behaving authentically increases the salience of how different the individual is from others, increasing relationship conflict. In a multi-source time-lag sample of professional work teams (Study 1), we found that authentic behavior indeed reduced relationship conflict and enhanced task performance for high identifiers, but had an inverse, detrimental effect for low identifiers. In a sample of student teams (Study 2), we only found an attenuating effect of authentic behavior on relationship conflict for high identifiers, and no effect for low identifiers. These results suggest that the advice “to be yourself” applies in educational contexts involving younger adults, but has to be prescribed with care in professional work contexts. Our findings emphasize the importance of social context for the consequences of authentic behavior, and call for more research on the contextual effects of authenticity.

In explaining the effectiveness of a human resource (HR) system within an organization, scholars have turned their attention to HR attributions, which capture employees' perceptions about the intentions behind their organization's HR practices, and have demonstrated that an HR system's content and process of communication drive employees to form specific HR attributions. However, current research has not yet explained why HR attributions differ among employees. We investigate the variability in HR attributions among individuals and the organizational factors that influence this variability. Using signaling theory and the concept of situational strength, we argue that employees' HR attributions vary less when signals sent by HR management are unambiguous and the conveyed information is consistent. Using an online scenario-based experiment with 760 participants, our findings reveal that the configuration and the strength of an HR system as well as their combination have significant effects on the variability in HR attributions among employees, and these effects differ for the different HR attributions.

This paper explores how loss-framed incentives affect behavior in a multitasking environment in which participants have more than one way of recovering (expected) losses. In a real-effort laboratory experiment, we offer participants task incentives that are framed as either a reward (gain) or penalty (loss). We study their responses along three dimensions: performance in the incentivized task, theft, and voluntary provision of help. We find that framing incentives as a penalty rather than as a reward does not significantly improve task performance, but it increases theft and leads to a small and insignificant reduction in the share of participants willing to help the experimenter. Secondary analyses based on our theoretical framework help us pin down the mechanism at play and suggest that loss aversion drives participants’ response. Our findings have important implications for incentive design in practice. David Jimenez-Gomez is grateful for the funding from the Ministry of Science and Innovation and the European Regional Development Fund [Grant PID2019-107081GB-I00], from the Ministry of Science and Innovation through the project “Nudging applied to the improvement of regulation” [Grant RED2018-102761-T], and from the Valencian Community through the Prometeo program [Grant PROMETEO/2021/073].

Hiding errors can undermine safety by amplifying the risks of undetected errors. This article extends research on occupational safety by investigating error hiding in hospitals and applies self-determination theory to examine how mindfulness decreases error hiding through authentic functioning. We examined this research model in a randomized control trial (mindfulness training vs. active control group vs. waitlist control group) within a hospital setting. First, we used latent growth modeling to confirm that our variables were related as hypothesized, both statically or cross-sectionally as well as dynamically as they evolved over time. Next, we analyzed whether changes in these variables were a function of the intervention and confirmed the effects of the mindfulness intervention on authentic functioning and indirectly on error hiding. To elaborate on the role of authentic functioning, in a third step, we qualitatively explored the phenomenological experience of change experienced by participants in mindfulness and Pilates training. Our findings reveal that error hiding is attenuated because mindfulness encourages a receptive view of one's whole self, and authentic functioning enables an open and nondefensive way of relating to positive and negative information about oneself. These results add to research on mindfulness in organizations, error hiding, and occupational safety. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

This meta-analysis enhances our insight into the effectiveness of interventions aimed at improving eudaemonic well-being. The focal outcome of these interventions is Ryff's Scales of Psychological Well-being. We summarized experimental studies and concluded whether a specific intervention approach improves individual positive functioning by assessing the six dimensions of psychological well-being and the composite score of well-being. Our study confirmed that eudaemonic well-being can be improved. The strongest influence is seen in integral programs that link directly to Ryff's conceptual model. Breaking down to dimensional scores, existing interventions had the strongest influence on Environmental Mastery, Personal Growth, and Self-Acceptance. The weakest influence was on Autonomy and Positive Relations with Others. Overall, our result is an important contribution to the well-being literature in that it shows, more convincing than previous meta-analyses due to its exclusive and comprehensive focus on Ryff's model, that psychological eudaemonic well-being can be enhanced by targeted intervention programs.

This paper seeks to explain when and why people respond to status threat at work with behaviors oriented toward either self-improvement or interpersonal harming. To that end, we extend the established static social comparison perspective on status threat. Specifically, we introduce the notion of temporal proximity of status threat, which is informed by five temporal social comparison markers. We argue that people construe distal future status gaps as a challenge (and thus show self-improvement-oriented responses), but construe a more proximal status gap as a threat (and thus engage in negative interpersonal behaviors). Further, we introduce three factors of uncertainty that may render the underlying temporal comparison less reliable, and thereby less useful for guiding one's response. Overall, our temporal social comparison theory integrates and extends current theorizing on status threat in organizations by fully acknowledging the dynamic nature of social comparisons. Plain Language Summary Employees often compare themselves to others to evaluate their status. If they perceive that their status is at threat or risk losing status, they engage in behaviors to prevent status loss. These behaviors can be positive, aimed at improving one's position or they can be negative, aimed at harming others. This paper develops a theoretical framework to examine when employees engage in more challenge- vs. threat-oriented behaviors. We argue that an important question how employees react to status threat is its temporal proximity—will an employee's status be threatened in the near versus distal future? We propose that the more distal (vs. proximate) the status threat is, the more employees gravitate towards challenge- and less threat-oriented behaviors. But how do employees know when a status threat occurs in the future? We argue that employees will compare their past status trajectories to co-workers’ status trajectories to mentally extrapolate the temporal proximity of such a threat. More specifically, we propose five characteristics (temporal markers) of social comparison trajectories that inform employees about the temporal proximity: their relative current position, the relative velocity and acceleration of their status trajectory, their relative mean status level, and their relative minimum and maximum status. Moreover, we suggest that employees’ conclusions from these markers are weakened by uncertainty in the “data stream” of social comparison information over time, that is, the length of the time span available, the amount of interruptions in this data stream, and the number of fluctuations in their own and others’ status trajectories.

The original 26-item Self-Compassion Scale (SCS; Neff, 2003) and 12-item Short-Form Self-Compassion Scale (SF-SCS; Raes et al., 2011) are scales commonly used in cross-sectional and longitudinal research to assess the global self-compassion construct and its six facets. We introduce the Single-Item Self-Compassion Scale (SISC; ‘I have high self-compassion’) to measure the global self-compassion construct in time-, space- and resource-limited contexts (e.g., daily diaries, experience sampling and nationally representative surveys). Additionally, the SISC will expand knowledge about self-compassion by providing researchers whose primary interest is not self-compassion with a convenient, face-valid option to measure self-compassion. Across 10 samples (four cross-sectional, four longitudinal and two 7-day daily diary; N = 2,477), we demonstrated that the SISC has acceptable psychometric properties. Specifically, the SISC was temporally consistent, correlated adequately with the SCS and SF-SCS, exhibited nearly identical correlational patterns when compared with the SCS and SF-SCS with a wide range of criterion measures (e.g., self-esteem, personality, affective and social functioning, mental health and demographic variables) and saved 12 min over a 7-day diary. Results replicated among students, community samples and across the United States, Turkey and Malaysia. Thus, we provide the field with an alternative measure of the global self-compassion construct that complements the SCS and SF-SCS.

The benefits boundary spanners offer organizations by bridging information silos are well documented. However, informational boundary spanning also implies crossing organizational territories, as employees seek advice from others outside their supervisors' control. Applying a territoriality theory lens, we develop new insights about when and why supervisors may view their subordinates' informational boundary-spanning activities unfavorably and attempt to undermine boundary spanners. We argue that undermining results from supervisors perceiving the boundary spanning of their employees as weakening their control over their organizational territory. We further argue that subordinates who seek advice across organizational boundaries without also seeking advice from their supervisor are more likely to be seen by their supervisors as having negative intentions when engaging in boundary spanning, which increases their risk of being undermined. We find support for our arguments in a field study and in a scenario experiment. Our results provide new insights into the potentially negative reactions from supervisors toward employees who engage in boundary spanning. We discuss how these insights contribute to the boundary spanning literature, to territoriality theory, and to the leadership literature. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

While strategic management theories have heavily engaged with the reality of matrix organizations, leadership theories that actually focus on the people working within such arrangements are missing. We argue that (a) followers perceive dual leadership effectiveness to be more than the sum of each leader's effectiveness, (b) a core detriment to perceived dual leadership effectiveness is role conflict experienced by the follower, and (c) Leader-Member Exchange (LMX) needs to be theoretically extended to the triadic level to capture the influence of dual leadership. Specifically, followers’ role conflict and leadership effectiveness perceptions are driven not only by how they perceive their LMX relationships with both leaders, but also how they perceive the relationship quality between their leaders (dual leadership exchange, DLX). As such, even though higher LMX is still better than lower LMX, having a similar exchange relationship with both leaders reduces employees’ role conflict and, by extension, heightens dual leadership effectiveness. Additionally, we reason that when employees lack a good relationship with one of the leaders, higher DLX can act as a substitute. We find support for our hypotheses by applying polynomial regression analyses to a dataset of 111 managers from a matrix organization who report to both a regional and business unit leader.

Hiring managers regularly encounter job applicants with atypical levels of experience across several common domains-For example, occupational experience, general work experience, educational experience, and life experience. Surprisingly, few large-scale studies have investigated how hiring managers respond to applicants with atypical experience for the job, leaving a substantial lacuna in our knowledge. The primary goal of the present study is to examine the association between relative under- and over-experience in the aforementioned domains and the likelihood of applicants being subsequently interviewed and eventually hired. We draw on insights from attribution theory to introduce the concept of red flags in the judgment of applicant experience. In doing so, we propose that hiring managers may avoid interviewing and hiring applicants with atypical experience relative to the applicant pool (i.e., relative over- or underexperience). Overall, our red flags perspective posits that job applicants with typical amounts of experience will be favored by hiring managers, which may be a useful lens for explaining why highly experienced applicants are not always considered. We test these predictions on a unique dataset parsed from 53,194 resumes and the corresponding application forms from 42 different organizations. Our results are broadly consistent with the red flags perspective, notably uncovering some intricate nonlinear effects. Implications for theory and practice are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The leadership literature advances that vision communication is essential for leadership because it enhances follower motivation by providing a deeper meaning for one's job. However, empirical research on the relationship between visions and outcomes are mixed suggesting that moderators may be at play—and indeed moderators have been investigated in terms of follower characteristics and environmental circumstances. Yet, one crucial aspect of vision communication is overlooked: the notion that vision communication is embedded in the broader range of leadership behaviors and thus that vision communication effectiveness is dependent on how it relates to other leadership activities. In this research, we focus on leader task goal setting as a moderator of vision communication since task goal setting is strongly related to vision communication and is frequently used by leaders. Our hypotheses are based on Behavioral Integrity (BI) theory, which suggests that leaders are perceived as more effective when their words are mirrored in their deeds. In this vein, we propose that vision communication leads to better outcomes when the values communicated in a vision are aligned with values later communicated in task goals because alignment causes higher levels of BI of the leader. Results of a scenario study and a field study support these predictions and we discuss implications for research and practice, such as leadership development programs.

Pursuing personally valued goals in work and family is important for many people, yet research has only partially addressed how individuals can actively manage the work–family interface. We examined the role of action regulation at the work–family interface (AR-WF) as an integrated individual-level approach to attain favorable work–family outcomes through the selection and pursuit of goals at the work–family interface. We investigated the relation of AR-WF to theoretically derived correlates and outcomes in two time-lagged studies with samples from the USA and Germany, based on a newly developed and validated measure to assess AR-WF. Overall, results showed that AR-WF is positively related to dispositional self-regulation, work and family role commitment, work and family goal regulation, and work and family social support. In contrast, AR-WF was largely unrelated to work and family role demands and segmentation or integration boundary enactment. AR-WF further positively related to work and family goal attainment, as well as work–family enrichment beyond related constructs. However, AR-WF was also positively related to increased work-to-family conflict. We discuss how a focus on action regulation can be useful for attaining a better understanding of the active role that people play in managing multiple role demands at the work–family interface.

Executive committees make critical decisions regarding project selection in different ways. In a committee operating under a democratic governance structure, all members have the right to vote, but the majority of voters ultimately decide which projects to undertake. Alternatively, in a committee operating under an elite governance structure, the decision is made only by a restricted number of voters. Therefore, in an elite governance, there are decision makers or “elite” members, and non-decision makers or “common” members. In this article, we study how committee members under either a democratic or elite governance structure interact and communicate information to each other, and ultimately make a decision about a project with uncertain revenues. We find that the efficient committee governance structure, i.e., the one that maximizes the expected surplus of the committee, can be determined by focusing on one specific communication between elite and common committee members. Further, we establish a sufficient condition on the revenues distribution for each governance structure to be efficient. Finally, when this sufficient condition on the revenues distribution does not hold, we find that governance efficiency depends on the probability of the decision makers to learn the true value of the revenues being sufficiently high or the one of the non-decision makers being sufficiently low or both these two conditions.

Previous research on distributed teams indicates that physical distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isolation using both a longitudinal diary study and a time-lag field study, applying a Job Demand–Resource (JD-R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time-lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of helplessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical and practical implications for managing distributed teams are discussed.

Research demonstrates that leadership influences employees’ reaction to organizational change. Recognizing the dynamic nature of change, we investigate the effect of leadership as a relational job aspect before change and over time during change. As leadership in change situations does not happen isolated but is embedded in an organizational context, we examine in addition an organizational job aspect: empowerment-enhancing practices. Mediation analysis of a two-wave study before and after an organizational relocation (NT1=276; NT2=104) reveals unique effects of the indirect relationships: Pre-change relational job aspects increase turnover intention in organizational change, mediated by job satisfaction; and pre-change organizational job aspects reduce turnover intention in organizational change. Furthermore, adjustment in job aspects during change reduce the adjustments of outcomes during organizational change. Practical implications are discussed.

In addition to being the gateway to Europe, the port of Rotterdam’s logistical facilities and services are also abused by organized crime. Large drug seizures and corruption cases have made clear that the port of Rotterdam is a hub for the transit of cocaine. Based on qualitative research, consisting of 73 interviews with public and private actors, an analysis of 10 criminal investigations and field visits to public and private organizations in the port, this chapter provides insights into the phenomenon of drug trafficking via the port of Rotterdam and the approach to it. This chapter discusses the nature, scope, social organization and logistical process of drug trafficking, with special attention to the vulnerable locations and sectors in the port complex. In addition, it evaluates the approach to drug crime involving both public and private actors in and around the port of Rotterdam.

Self-determination theory (SDT) suggests that motivation internalization is a proactive process in which people ‘take into themselves’ the reason for engaging in a task. This has important managerial implications because internalized motivation is beneficial for individual and group performance and wellbeing. Yet we know little about how individuals internalize their own motivation nor why individuals internalize their motivation for some tasks and not others. Through interviews with 40 employees in two charities I found that motivation internalization occurred through a process of reflection and cognitive reframing across three process narratives: developmental, opportunity-enhancing, and prosocial internalization. Motivation internalization was triggered by cognitive dissonance arising from conflicting action tendencies and energized by the need to resolve motivational inconsistency or guilt. The source of this dissonance drives different process narratives, which are also associated with different behavioural and attitudinal outcomes. This research provides a deeper understanding of the proactive nature of motivation internalization and offers opportunities to integrate different theoretical perspectives on work motivation, which have traditionally been seen as conflicting.

Academics often assess contributions to management research in terms of their influence on the scholarly conversation. At JMS, we aspire to publish papers that significantly change scholarly conversations in productive ways. However, precisely what it means and what it takes to change a scholarly conversation is not entirely clear, especially in micro research in the man-agement field where contributions are often framed in incremental terms. Accordingly, in this editorial we examine what distinguishes papers that significantly change the scholarly conversa-tion on a topic and analyse the functions of such conversation- changing papers, focussing on re-search in the micro domain. Based on an inductive analysis of exemplar conversation- changing micro papers, we propose a typology that identifies how scholars substantially alter an existing conversation or stimulate a new conversation. For each type of conversation- changing contribu-tion, we identify its attributes and functions and discuss exemplars. We conclude with guidance and tips for authors, reviewers, and editors seeking to develop papers that reshape scholarly con-versations. With this editorial, we hope to inspire more conversation changing papers, especially among micro scholars, and position JMS as a natural home for such papers.

We extend the results of Feng and Hendrikse (2012) by investigating the relationship between cognition and incentives in cooperatives versus investor-owned firms (IOFs) in a multi-tasking principal-agent model. The principal chooses the incentive intensity as well as the precision of monitoring, while the agent chooses the activities. We establish that a cooperative is uniquely efficient when either the synergy between the upstream and downstream activities or the knowledgeability of the members regarding the cooperative enterprise is sufficiently high.

This paper investigates why agricultural cooperatives exhibit different principles for the allocation of decision rights between the Board of Directors and the Management. A mass-action interpretation of the Nash equilibrium in an investment proposal game shows that, on the one hand, board structure variety is an equilibrium outcome while, on the other hand, the traditional model (the board has full control) and the management model (the professional management makes up the Board of the cooperative society) perform better than the corporation model (the Management is in full control of the cooperative firm).

An agent-based model is developed to address the relationship between the ownership structure of an enterprise and the evolution of its product portfolio. The coherence and evolution of a product portfolio is operationalized by transition rules regarding the Moore environment. The distinguishing feature of a cooperative is the single origin constraint according to Cook (1997), which is modelled as a cooperative assigning an infinite lifetime to the first product in its product portfolio, while all other products have finite lifetime. All products of an investor-owned firm (IOF) are assumed to have finite lifetime. Our simulation results show that the single origin constraint pulls the activities of the cooperative in one cluster centered around the first activity, while the IOF’s product portfolio develops in a centrifugal way. The cooperative and the IOF are more diversified in a mixed duopoly.

International audience; Over the last three decades, the management of networks has become an important research field in international business, organizational economics, and international marketing. The current book presents new theoretical perspectives and empirical results on the management of cooperatives, franchise and retail chains, and alliances in international business. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Purpose: This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness. Design/methodology/approach: Drawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams. Findings: The results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders. Originality/value: To the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.

Employee change championing (i.e., discretionary behaviors to promote change to others) is critical for implementing organizational change successfully. However, extant research has been focused on individual-level championing without considering the broader group context in which championing occurs. Our study adopts a multilevel perspective to provide insights into the effects of change championing at both the group and the individual level. We collected data at two points in time from 267 employees in 69 groups undergoing an organizational change in a German technology company. Multilevel modeling results show that group championing asymmetry (i.e., the degree to which group members differ in their championing) weakens the positive effects of group championing level on change implementation effectiveness. Moreover, we shed light on the individual-level processes that underpin group championing dynamics. Our findings reveal that employees who are embedded in groups with high average championing levels perceive a more positive change impact (but do not experience higher levels of enthusiasm) and report higher levels of individual championing at a later point in time compared to employees in groups with lower championing levels. Our study expands the championing literature to the group-level and offers a multilevel perspective on the championing dynamics between individuals and groups.

Intergroup knowledge integration, that is the acquisition, processing, and utilization of knowledge across group boundaries, is a critical source of competitive advantage in modern organizations. Prior research has highlighted the important role of boundary spanning knowledge exchange for intergroup knowledge integration, neglecting, however, the question of what makes individual boundary spanners more effective in fostering intergroup knowledge integration. Integrating boundary spanning literature with theories of group information processing, we hypothesize that the effect of individual boundary spanning ties on intergroup knowledge integration depends on the boundary spanners’ levels of metaknowledge, i.e., knowledge of who knows what in their respective groups, and proactivity. We find general support for our predictions in a study of 457 engineering consultants nested in 22 interdependent business units within an organization. Additional criterion analyses confirm the material importance of intergroup knowledge integration for group performance. Our findings have implications for literatures on intergroup effectiveness, team cognition, and proactivity.

We develop and test a holistic model of how team members’ swift judgments about a prospective team member impact their selection decisions and how accurate those judgments are in predicting the prospective member’s performance. Applying the social psychology literature on person perception to the organizational literature on team member selection, we argue that team members’ perceptions of the prospective member’s competence primarily shape their predictions about the prospective member’s task-related performance in the team, whereas perceptions of warmth primarily shape predictions about the prospective member’s interpersonal contextual performance in the team. We further propose that, although team members rely on both performance predictions when choosing a prospective member, predicted task-related performance receives more weight than predicted interpersonal contextual performance, and that the importance of predicted interpersonal contextual performance is elevated when team task interdependence is high. Importantly, we theorize that the predictions about task-related performance show good accuracy, whereas the predictions about interpersonal contextual performance do not, which makes the reliance on the latter erroneous. Across two studies utilizing prospective members’ actual task-related and interpersonal contextual performance (objective and peer-rated), as well as team members’ predictions about such performances, we found support for our predictions. Our research resolves several outstanding puzzles in the literature on person perception, integrates it into organizational research, and offers novel and actionable insights for selecting prospective team members.

In this dialogue paper, we consider Zellweger and Zenger’s (2021) conceptualization of entrepreneurs as scientists, rooted in pragmatism. While we agree that pragmatism provides a useful but neglected foundation for studying the entrepreneurial journey, we maintain that entrepreneurs are more than scientists – in addition, they are engineers, artists, and designers. Our view is predicated on enfolding considerations of time, emergence, and the associated unsurmountable epistemological barrier of unknowability, which enable entrepreneurs to not only describe (predict) the world as scientists do, but also actively shape the future to fit their “mind.”

In order to respond to key challenges in safety and security, individuals and organisations must often collaborate across workplace boundaries, working with people and organisations from different nations and sectors, and with different disciplinary/functional backgrounds. However, research suggests that these kinds of relationships are often fraught with ingroup versus outgroup divisions, which disrupt coordination and hamper operational performance. Against this backdrop, this chapter takes an identity perspective to shed light on the causes of these divisions and potential solutions that may facilitate better relations and cooperation across workplace boundaries. The chapter incorporates recent academic literature in the safety and security domain as well as relevant empirical research to provide evidence-based recommendations. In particular, I discuss how organisations may support positive cooperative actions through communication and rhetoric, through the adoption of human resource management practices related to selection and training, and through boundary-spanning processes and leadership roles.

We investigated the turnover intentions of employees who perceive that they are being treated with more or less abusive supervision than their coworkers. We call this incongruent abusive supervision. Our findings support our theory that employees associate incongruent abusive supervision with the anticipation of social exclusion from their coworkers. Furthermore, this appraisal of social exclusion threat is associated with feelings of shame, which, in turn, increase turnover intentions. Two experimental vignettes provide support for our theoretical model. These findings demonstrate the effect that incongruent abusive supervision has on employees’ reactions to abusive supervision and introduces shame as an emotional mechanism important for understanding employee responses to supervisor abuse both when they are singled out for abuse and when they are spared abuse while their coworkers are not.

This meta-analysis aims to shed light on the added value of the complex multidimensional view on motivation of self-determination theory (SDT). We assess the unique and incremental validity of each of SDT’s types of motivation in predicting organizational behavior, and examine SDT’s core proposition that increasing self-determined types of motivation should have increasingly positive outcomes. Meta-analytic findings (124 samples) support SDT, but also adds precision to its predictions: intrinsic motivation is the most important type of motivation for employee well-being, attitudes and behavior; yet identified regulation is more powerful in predicting performance and organizational citizenship behavior. Further, introjection has both positive and negative implications; while external regulation has limited associations with employee behavior and yields a well-being cost. Amotivation has entirely negative implications. We address conceptual and methodological implications arising from this research and exemplify how these results may inform and clarify lingering issues in the literature on employee motivation. ispartof: Organizational Psychology Review vol:11 issue:3 pages:240-273 status: published

Membership change—adding, replacing, and losing members—is a common phenomenon in work teams and charts a different theoretical space from prior team research that has assumed stable team membership and shared team properties. Based on a comprehensive review of 133 empirical studies on team membership change since 1948, we propose a temporal framework pertaining to the causes and consequences of membership change. Three key theoretical insights emerge from our evidence-based integration: (a) Membership change first disrupts team cognitive, behavioral, and interpersonal processes and states (e.g., transactive memory systems, coordination) but can benefit team performance after teams adapt to form new processes and states; (b) whether and to what extent team performance benefits from membership change is contingent on the magnitude of membership change, requirements of team communication, member adaptation-related attributes, change in team knowledge, skills, abilities, and other characteristics (KSAOs), and team knowledge work; and (c) poor team experiences motivate member departure and may make it challenging for newcomers to join and teams to adapt to membership change. Our review moves team research into new avenues that do not presume stable team membership and shared team properties in understanding team functioning and performance, and outlines key directions to advance integrative theory.

When employees use public settings such as team meetings to engage in voice-the expression of work ideas or concerns, they can spur useful discussions, action planning, and problem solving. However, we make the case that managers, whose support is essential for voice to have a functional impact, are averse to publicly expressed voice and prefer acting on voice that is privately brought up to them in one-on-one settings. Drawing on face management theory (Goffman, 1967), we argue that voice expressed in front of an audience, compared with that expressed one-on-one, is more threatening to the image that managers seek to portray as competent and unerring leaders, and that leads managers to respond more defensively to public voice and endorse it less. This, we propose, is especially true when the relationship quality between manager and employee is weak as public voice from relationally distant employees is perceived as a stronger challenge. Across five studies (correlational and experimental), we find support for our arguments and rule out alternative explanations such as that managers are aversive to public voice because it threatens their ego or that managers feel more accountable to act on publicly provided input. We discuss the implications of our findings for theory and practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

By bringing team members with different cultural backgrounds together, teams in international business can benefit from cultural diversity and reach higher levels of performance. Cultural diversity also brings challenges, however, and diversity research has identified the need to consider moderating influences in the diversity–performance relationship. Team leadership should be particularly important in this respect and drawing on a theoretical analysis that puts an understanding of cultural diversity center stage, we propose that factors that reflect leaders’ experience with cultural diversity positively moderate the relationship between cultural diversity and team performance. We identify leader cultural background (local vs. foreign to the host culture) and leader team tenure as such factors. We predict that the influence of team nationality diversity (a form of cultural diversity) on team performance is more positive with a leader who is foreign to the host country than with a local leader, and with a leader with longer team tenure. In addition, we predict that the one moderating influence substitutes for the other, such that the effect of leader cultural background is stronger for leaders with shorter tenure with the team. Results from a survey of N = 66 teams ( N = 336 individuals) from a multinational company support these hypotheses and inform our discussion of ways forward in the study of leadership and team diversity.

Members of global teams are often dispersed across time zones. This paper introduces the construct of temporal brokerage, which we define as being in a position within a team’s temporal structure that bridges subgroups that have little or no temporal overlap with each other. Although temporal brokerage is not a formal role, we argue that occupying such a position makes an individual more likely to take on more coordination work than other members on the team. We suggest that, while engaging in such coordination work has advantages in the form of enhanced integrative complexity, it also comes with costs in the form of a greater workload relative to other members. We further argue that the increased integrative complexity and workload that result from occupying a position of temporal brokerage have implications that go beyond the boundaries of the focal team, spilling over into other projects the individual is engaged in. Specifically, we predict that being in positions of temporal brokerage on global teams decreases the quantity but increases the quality of an individual’s total productive output. We find support for these predictions across two studies comprising 4,553 individuals participating in global student project teams and 123,586 individuals participating in global academic research teams, respectively. The framework and findings presented in this paper contribute to theories of global teamwork, pivotal roles and leadership emergence in global teams, and social network theory.

Grand societal challenges such as forced displacement are extreme and complex issues that are challenging to individuals and might seem insurmountable. How do local actors make sense of, position themselves in and act on such challenges? We conducted a case study of the collective sensemaking narratives of 71 actors involved in the refugee crisis on Lesbos, Greece. We elaborate how actors make sense of their role in the local response to this grand challenge and explain why some ultimately chose to cooperate to address the plight of refugees while others distributed tasks or avoided responding altogether. We identify three collective sensemaking narratives that actors use to validate such action strategies aimed at alleviation, personal recovery or structural change; and as characterized by different forms of interaction and emergent collective sensemaking. We contribute with our article to the study of responses to grand challenges by showing how a collective sensemaking framework can be used to understand local responses. We also contribute to extant theorizing on collective sensemaking by showing how actors make sense of grand challenges through interactions with other actors and how their narratives inform individual and collective action.

This article provides a contrasting perspective between populist and servant leadership. We propose four key differences based on distinct views on people centricity, the role of the people in the leadership process, the problem solving approach and the preferred leader role. Given the key function that meaning plays in leadership discourse, in particular during times of uncertainty and change, we further propose that populist leaders make use of simplistic meaning-making systems that emphasize monistic and over-simplified views around polarized options, while servant leaders in contrast use complex meaning-making systems that emphasize pluralist and reconciled views towards shared problem solving. Considering that populist leadership often makes references to serving, humility and self-sacrifice in defence of the people, we find it important to distinguish it from servant leadership. We advance, in fact, that servant leaders can function as an antidote to populism, being a genuine people centred approach with a reconciliatory and pluralist view and an adequate (but surely not perfect) response to many of our societal problems.MAD statementPopulism is on the rise, even in well-established democracies. Driven by galloping inequality, technological disruption, growing migration, and a resurge of nationalistic sentiments, populist leaders seem to strive on an overall feeling of insecurity and resentment. The recent COVID19 crisis has contributed to this trend. Populist speeches are often infused with an apparent motivation to serve the people and leader self-sacrifice. In this article we want to dispel this apparent similarity with servant leadership and expose the contrast between the two. By doing that we aim to contribute to a better understanding of servant and populist leadership processes and to enable people to distinguish more easily between the two in real life contexts.

This article advances prior theory on inclusive leadership to better understand how leaders foster team creativity through members’ experience that their uniqueness belongs within the team (i.e., team-derived inclusion). We argue that leaders can instigate such sense of inclusion in their team by engaging in two behaviors: stimulating all members of the team to fully express their unique viewpoints and perspectives ( harvesting the benefits of diversity) and facilitating beliefs about the value of differences in the team ( cultivating value-in-diversity beliefs). In Study 1 ( n = 491 employees), we validated newly developed scales measuring these two leader behaviors. Using a sample of 38 teams within one organization (Study 2), we showed that harvesting the benefits of diversity, without also cultivating value-in-diversity beliefs, has a negative effect on team-derived inclusion and indirectly team creativity. In Study 3, we demonstrated based on 93 teams from multiple organizations, while ruling out several alternative explanations, that harvesting the benefits of diversity positively relates to team-derived inclusion and indirectly team creativity, if leaders also cultivated value-in-diversity beliefs. Our model and findings across studies are the first to shed light on inclusive leadership as double-edged sword in that leaders may need to complement harvesting with cultivating to prevent negative effects and elicit positive effects on inclusion and, eventually, team creativity.

This research contributes to theory on self-control at work through applying and extending the limited-capacity model of self-control to examine the extent to which daily self-control work demands predict self-control failure and driving behavior during the commute after work. We develop a dual-pathway model in which resisting-distractions demands and impulse-control demands at work have unique relationships with speeding behavior via two separate pathways of self-control failure: one reflecting a failure to regulate attention and the other reflecting a failure to suppress impulses, which is moderated by negative affect. In two studies of daily work experiences and driving behavior, we find support for our model, over and above the effects of cognitive and affective work demands, postwork fatigue, and motivation. We discuss the implications of our findings in relation to the concept of self-control work demands and self-control depletion theory. Our findings also contribute to research on the links between work and commuting, and driving commuting most specifically, which is important because work-to-driving spillover represents a substantive safety issue for organizations.

In our introduction to this special issue on the gig economy, we provide some context to how and why this phenomenon should be studied, with a particular emphasis on Human Resource Management. We then describe the four articles that comprise the special issue, and we note some common themes. Our introduction concludes with some suggestions for future research on the gig economy.

This article presents the results of an examination of self-determination theory; in this examination, the theory is extended through deeper insight into the compensatory association between autonomy and relatedness satisfaction. This study is designed to investigate whether the mutual influence of autonomy satisfaction and relatedness satisfaction on positive affect (PA), negative affect (NA), and aggressive feelings is best described as compensatory. The results of two laboratory studies verify a compensatory relationship and confirm a mediation by meaningful existence. The results verify the compensation effects of high relatedness satisfaction on NA and aggressive feelings when autonomy satisfaction is low. With role-playing and nonrole-playing digital game manipulation, the results are stronger when the participants were being themselves rather than playing a character.

Empowering leadership is an important influence on team effectiveness. This makes the question of what the antecedents of team empowering leadership are an important issue to consider. To address this question, we propose a motivated information processing perspective that holds that engaging in empowering leadership is based on social information processing, and that there are individual differences in how elaborate that information processing is. We argue that a key consideration in shifting control from the leader to the team is the extent to which empowering leadership is driven by leaders’ consideration of their trust in the team (i.e., an instance of social information processing), and that leader need for closure (a trait capturing the disposition to carefully consider decisions and actions) moderates the relationship between leader trust in team and empowering leadership. A survey of N = 156 work teams supported these hypotheses.

This special issue introduces a set of papers that contribute to research on leadership and health/well-being from multiple perspectives. To situate these papers in current research debates, this introduction to the special issue provides an overview of research on leadership and health/well-being by using a microscope-macroscope perspective as an organizing framework. The microscope-macroscope organizing framework highlights that a comprehensive understanding of leadership and well-being requires researchers to consider multiple perspectives, including those of leaders and followers, embedded in their context and time. It encourages researchers to transcend more narrow input-process-output perspectives that are typically adopted when studying leadership and health/well-being. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

The primary aim of this dissertation is to investigate what leaders can do to help followers perform better in adversity, such as failure, negative emotions, and perceptions of self-threat. In jobs with more adverse experiences, working risks coming at the expense of both well-being and – paradoxically – performance. In those situations, leading for performance requires leaders to help followers deal more effectively with adverse experiences, and to minimize the distress that may otherwise be evoked by them. The prevalence of adverse situations inherent to many jobs highlights the importance for leaders in those situations to help followers minimize the negative consequences of adversity. Inspired by this challenge, the aim of this treatise is to investigate the role of leadership in assisting followers exposed to such adversity. This dissertation comprises a programmatic research agenda that investigates how and when leaders may be effective in managing followers’ experiences of adversity. Across three studies, we develop insights about how and when key leadership behaviors in these situations can be effective in stimulating follower performance. The first study is based on the observation that social comparison can be either a source of inspiration or a source of despair, depending on how people compare. We theorize that leadership can benefit follower performance by influencing follower performance comparisons. Results from a field experiment demonstrate that a training on managing follower social comparison was effective in stimulating follower performance but only when it was given in a context that aligned with the underlying leadership message. In the second study, we consider the absence of performance effects in the emotion regulating leadership literature. We identify follower potential and comfortability to be influenced by emotion regulating leadership as two key factors that determine the effectiveness of emotion regulating leadership. Results from a field experiment demonstrate that a training on emotion regulating leadership only resulted in positive performance effects for followers scoring higher on either or both of those factors, as measured by performance pressure and psychological safety. In the third study, we develop a conceptual model about how leaders can help prevent follower psychological resource depletion. In this theoretical paper, we propose that leaders can do so through the combination of two key behaviors: advocating an understanding to followers about how they can regulate their psychological resource depletion and coaching followers in their experiences of depletion regulation. We further propose that this leadership is more effective in more resource depleting situations.