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Job satisfaction is critical for both job performance and organizational effectiveness. A major contributor to employee job satisfaction is creating effective fit between an employee and their job responsibilities. Although traditional work design models have emphasized the role of managers in creating jobs that fit employees to enhance job satisfaction, contemporary organizations have recognized the importance of employee job crafting, whereby employees have control over designing their jobs to more closely fit their capabilities. Job crafting, and specifically task crafting (i.e., changing the number, scope, and procedures of tasks), plays an important role in fulling employees' personal preferences and improving their job satisfaction. However, little is known about the sources of potential task crafting approaches. Adopting a social networks approach, we propose that weak instrumental ties and strong expressive ties play a critical role for both task crafting and job satisfaction. This study contributes to the job crafting literature by creating a framework that defines who provides the social resources that are critical to task crafting and explaining how and why different social resources embedded in different workplace relationships promote the task crafting process. [ABSTRACT FROM AUTHOR]

Since the COVID-19 pandemic, more and more employees have switched to working remotely, and consequently, interest in remote/hybrid work has been rapidly raised and studied by numerous scholars (for reference, see; Gajendran & Harrison, 2007). Despite the heightened interest in remote work, the effect of remote/hybrid work on work outcomes relies heavily on increased autonomy and efficiency (e.g., Bailey & Kurland, 2002; Shamir & Salomon, 1985), with less interest in the effect it has on workplace relationships. Yet, fostering and maintaining good relationships is crucial at work, making us question why this area or research had been neglected previously. Thus, the purpose of this symposium is to explore the nature of remote/hybrid work with a relational perspective, such as social interaction and communication, and identify detrimental effects of remote/hybrid work. First, Gajendran and Her examine how the lack of social interaction of remote workers have less opportunity to build shared cognition with their supervisor and the negative impact can be mitigated by a proactive followership behavior (Manage Your Boss). Second, Tedone, Mesmer- Magnus, and Viswesvaran also point out the lack of in-person engagement as an antecedent of loneliness for remote workers and emphasize the importance of interaction among coworkers. Third, Paik, Wang, and Lee discuss how interpersonal interaction and communication discrepancy influence the OCB of remote/hybrid workers. Lastly, Keating, Maupin, and Koko suggest a new theoretical perspective on the ambiguity of computer-mediated communication by introducing three elements: formatting, punctuation, emoticons. The papers in this symposium demonstrate how remote/hybrid work may affect relationships of remote workers and how this ultimately influences the work outcomes of remote/hybrid workers. Staying in Sync with Your Remote Boss: Managing Your Boss (MYB) for Fostering Shared Mental Models Author: Ravi Shanker Gajendran; Florida International U. Author: Da Yeon Her; Florida International U. "I Get By With a Little Help From My [Coworkers]": Loneliness Among the Remote Workforce Author: Archana Manapragada Tedone; Fairfield U. Author: Jessica R. Mesmer-Magnus; U. of North Carolina, Wilmington Author: Chockalingam Viswesvaran; Florida International U. Remote OCB? Social Interactional Perspective on the Effect of Hybrid Work on OCB Author: Michael Paik; Florida State U. Author: Gang Wang; Florida State U. Author: Young Eun Lee; Florida State U. Reducing Ambiguity in Computer-Mediated Communication Author: David Joseph Keating; U. of Mississippi Author: Cynthia Kay Maupin; U. of Mississippi Author: Fatima Koko; U. of Mississippi [ABSTRACT FROM AUTHOR]

A growing body of empirical literature has demonstrated beneficial aspects of shared leadership for self-managing teams. However, the preferences and outcomes for individuals within the teams with shared leadership have largely been neglected. In this paper, we employ job-demands and resources theory to examine the cross-level impact of shared leadership on the stress and work engagement experienced by individuals. Our findings show that, on average, shared leadership is associated with greater engagement in team members. Further, our results also demonstrate that the effect of shared leadership on individual stress and work engagement are contingent on their leadership structure schema. Overall, this paper serves to highlight how the impacts of shared leadership proceed along different lines for different individuals, which has important implications for the research and practice of shared leadership. [ABSTRACT FROM AUTHOR]

Trust serves an important purpose in organizations composed of numerous, specialized, interdepen- dent roles. Supporting confidence that individuals will dutifully fulfill the responsibilities of those roles without causing harm to the organization, trust enables coordinated task execution across multiple roles without excessive monitoring and interference. Although trust contributes to a variety of organizational processes and outcomes, we know little about trust dynamics within organizations. Interactions play an important role in shaping and updating trust, and scholars of group trust have called for increased attention to how communication networks shape trust. In this paper, we simultaneously address these two gaps by examining the coevolution of communication networks and trust. We measure individual perceptions of trust in various organizational sub-groups several times over the span of a multi-day training exercise for a military organization that largely focuses on collecting, analyzing, and acting on information gleaned from their operating environment. Using static and dynamic network models on the organization's email communication logs, we assess the relationship between trust and communication networks. We find that when individuals report elevated trust in a group, they become more likely to form and sustain ties to members of that group during the next time period. To a lesser extent, they also increase their rates of communication to those group members. When examining whether this process works in reverse, in which communication to group members is followed by increased ratings of trust in that group, we find limited and conicting evidence. These findings suggest temporal directionality regarding how trust and communication co-evolve. [ABSTRACT FROM AUTHOR]

As conceptualizations of leadership have shifted to embrace the relational, multilevel, and co-constructed nature of leadership, perspectives that incorporate social networks have garnered increasing attention from scholars and practitioners alike. This increasing prevalence of social network approaches in the leadership literature has challenged researchers to change the way they understand and examine leadership. Accordingly, this shift has come with additional complexities in terms of measurement and analysis. Thus, there remain critical issues in both theorizing about and empirically examining leadership from a network perspective that must be addressed to capitalize on the potential strengths of social networks for advancing a relational, contextual, and multilevel understanding of leadership. This panel symposium session aims to propel this mission by focusing on three key goals: 1) highlighting the benefits of a network-based perspectives for advancing leadership theory and methods, 2) clarifying the challenges of employing various types of social network models in the study of leadership, and 3) identifying where leadership and networks research needs to improve and advance in order to continue answering important organizational questions. To do so, we have brought together an esteemed group of panelists to address these questions and provide additional insights to advance the science and practice of social network perspectives of leadership. Their combined expertise will not only provide the audience with a view into state-of-the-art science on leadership and networks, but will also introduce rich insights into the future of social network approaches to leadership. [ABSTRACT FROM AUTHOR]

This symposium features emerging developments in emergent leadership research, reflecting some of the following questions: What role can computational modeling play in exploring different theoretical perspectives of emergent leadership? What do the patterns of leader emergence within team networks reveal that single occurrences of the phenomenon cannot? What influence do cultural norms have on the effectiveness of informal leadership status-seeking behaviors? Of what importance is the gender of those being evaluated for emergent leadership status, and what about the evaluator? More specifically, the studies included in this symposium focus on utilizing agent-based computational modeling as a way to compare social-cognitive and social-interactionist perspectives of leadership emergence (Acton, Foti, & Lord), how social network analysis can reveal patterns of emergent leadership in teams, and how maintaining multiple leader relationships impacts team member stress (Choudhury & Maupin), how high-ability team members' self-promotive behaviors are interpreted differently based on cultural norms (Liu & Hanna), and how the gender of those granting leadership status, as well as the gender composition of informal teams, is predictive of emergent leadership evaluations (Farro, Kukenberger, & D'Innocenzo). The discussant, Dr. William Gardner, will discuss themes across studies, highlight future research directions, and lead an interactive discussion between presenters and the audience. * Who recognizes women's emergent leadership? Multilevel effects of gender on emergent leadership * Presenter: Andrea Farro; Rowan U. * Presenter: Michael Kukenberger; U. of New Hampshire * Presenter: Lauren D'Innocenzo; Drexel U. * Using agent-based modeling to test core components of the leadership emergence process * Presenter: Bryan Acton; Durham U. Business School * Presenter: Roseanne Foti; Virginia Tech * Presenter: Robert G. Lord; Durham U. * Demands of informal leadership in self-managing teams: Stress and well-being in team members * Presenter: Anwesha Choudhury; Binghamton U.-State U. of New York * Presenter: Cynthia Kay Maupin; U. of Mississippi * One impression to rule them all? Culture's role interpreting promotive tactics by emergent leaders * Presenter: Bo Liu; Jiangxi U. of Fiance and Economics * Presenter: Andrew A. Hanna; U. of Nebraska, Lincoln [ABSTRACT FROM AUTHOR]

Team-based pay for performance (PFP) practices are organizational-level interventions often used by organizations with the intention of motivating team performance. However, limited theory and research has been devoted to the motivational processes at the team- and individual-level that underlie the link between team PFP practices and team performance. Further, little attention has been paid to critical contextual factors, such as the actions and behaviors of the team manager, which might shape how a team PFP practice is enacted throughout an organization. Therefore, we integrate signaling theory with theories of team motivation to provide a dynamic conceptual framework detailing the multilevel processes a team and its members undergo in response to a team PFP practice. Further, we elucidate how team managers can affect these processes through the implementation of the PFP practice, their leadership behaviors, and their manner of providing feedback between performance episodes. We provide implications for both theory and the practice of team PFP in organizations. [ABSTRACT FROM AUTHOR]

Conversational interruptions can carry negative connotations, yet prior research has consistently found positive associations between interruptions and attributions of leadership and social status. In this study we investigate simultaneous speech---interruptions and related behaviors---as a predictor of leader emergence, relying on a network perspective on communication to account for dependencies among individuals. Using a published data set, and starting from a published two-stage least squares model, we demonstrate that interruptions positively predict leader emergence. We demonstrate that a view of interruptions which includes multiple types of simultaneous speech and behavioral connections between actors provides information about group structure beyond that contained in speaking time. In an exponential random graph model analysis we find that simultaneous speech is not related to gender in a simple way, and that complexities are revealed by network analysis. We conclude that interruptions may provide a connection between relationship-based theories of leadership and leader communication. [ABSTRACT FROM AUTHOR]

Humans increasingly interact with artificial agents (Hortensius and Cross, 2018), intelligent technologies able to receive and interpret inputs and communicate with humans. Collaborative robots, intelligent personal assistants, chatbots powered by artificial intelligence, and other such technologies become intertwined in social and economic relationships (Rahwan et al., 2019; Shiller, 2019). For organizations, the introduction of artificial agents implies changes in the ways humans work across individual, group, and organizational levels. Consequently, our understanding of these multi-level processes has to evolve to account for these changes (Amabile, 2019; Chan, 2019; von Krogh, 2018). Organizational scholarship needs to integrate the insights from human-robot and human- computer interaction literatures that have made a significant contribution to our knowledge of human-artificial agent collaboration. In this symposium, we initiate the discussion around the changing teamwork and the impact of artificial agents. Introducing several papers that integrate cross-disciplinary insights, our symposium contributes to the understanding of processes in mixed human-artificial agent teams. [ABSTRACT FROM AUTHOR]