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Perceived overqualification (POQ) has become a common experience across different workplaces. However, the present research has overlooked the circumstances in which overqualification can lead to favorable results, not to mention the career development of overqualified employees. Drawing on career construction theory, we formulate a model examining how POQ relates to subjective career success/promotability. The questionnaire survey collected data from 204 supervisor-subordinate dyads within 65 teams from three Chinese companies in Shanghai, Shandong, and Hebei provinces across three time periods. The results revealed that POQ is related to career adaptability positively when perceived supervisor support is high but negatively when it is low. Career adaptability positively affects subjective career success and promotability. The indirect effect of POQ on career-related results through career adaptability is positive when perceived supervisor support is high but negative when it is low. We analyze these findings' potential implications in theory and practice. [ABSTRACT FROM AUTHOR]

Although there is a consensus that workplace proactivity is vital for both employees and organizations, little is known as whether proactivity is beneficial for employees to develop leadership capabilities. Drawing from trait activation theory, we theorize that proactive personality could enhance employee promotability through taking charge behavior. We also propose that task structure determines the odds that proactive employees might be promoted. We tested the theoretical model with data from 226 employees and their direct leaders in 26 teams at three time points. The results of multi-level path analysis indicated that the positive relationship between proactive personality and taking charge was stronger in more organic work unit, which in turn, positively related to employees' promotability. These findings provide new knowledge in understanding the impacts of proactive personality and offers important empirical practices for proactivity management for organizations. [ABSTRACT FROM AUTHOR]

By acknowledging the role of assessing employees' promotability in talent development and retention, along with the need to improve the understanding about its antecedents, this paper examines the impact of employees' role breadth self-efficacy on this criterion. Specifically, it builds upon the integration of previous theoretical developments regarding the motivational virtues of role breadth self-efficacy at work, with the core assumptions of Spence's signalling theory to empirically test whether innovative work behaviour acts as an underlying mechanism of the link between role breadth self-efficacy and promotability. Relying upon a time-lagged design with multisource data (employees and respective supervisors), evidence obtained from a sample of N = 185 software engineers supported the indirect effect of role breadth self-efficacy on supervisors' ratings of employees' promotability, via employees' innovative work behaviour. The main theoretical and applied contributions of these findings are presented and discussed in the context of human resource management. [ABSTRACT FROM AUTHOR]

Purpose: The authors propose a new motivation construct, political self-efficacy, and investigate how and when leader political mentoring influences follower political behavior and promotability through political self-efficacy. Design/methodology/approach: The authors collected four samples to develop a scale for political self-efficacy and conducted two field studies of leader-follower dyads to examine the model. Findings: Leader political mentoring enhances followers' political behavior and promotability through increasing their political self-efficacy. These positive indirect effects are stronger when followers have a higher positive political perception. Originality/value: This study integrates mentoring research with organizational politics literature and theorizes how a domain-specific self-efficacy—political self-efficacy, translates the positive impact of leader political mentoring on constructive behavioral and career-related outcomes. [ABSTRACT FROM AUTHOR]

Can older managers overcome stereotypes relating age to low competence? We integrate the literature on age and cognitive ability with research on innovation to explore whether—and if so, when—employees' age harms performance and promotability appraisals made by their supervisors. Multisource, time‐lag data from 305 project managers indicate that the negative stereotypes can be explained through decreased innovative behavior. However, older employees are not always seen as poorer performers with less potential to be promoted due to their reduced innovative behavior. Rather, interdepartmental collaboration moderates these effects. Specifically, older employees with low interdepartmental collaboration are less innovative and receive worse performance and promotability appraisals than younger employees, but the "age handicap" vanishes when older employees collaborate with members of other departments. Organizations should foster formal or informal collaboration among units to prevent negative consequences of an aging workforce. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to examine the effect of ethical leadership on followers' subjective and objective career success from a P-E fit perspective. Specifically, the mediating effects of demands-abilities fit, needs-supplies fit, and person-organization fit in the relationship between ethical leadership and employee subjective (i.e., career satisfaction) and objective career success (i.e., mobility and promotability) were investigated. We collected two-wave data from 160 employees and used hierarchical regressions to test the hypotheses. The findings revealed that ethical leadership had a positive effect on employee career satisfaction, mobility, and promotability. Moreover, employee demandsabilities fit mediated the relationship between ethical leadership and career mobility and promotability; needs-supplies fit and person-organization fit mediated the relationship between ethical leadership and employee career satisfaction. Theoretical and empirical implications were discussed. [ABSTRACT FROM AUTHOR]

This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees' promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee's mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring. [ABSTRACT FROM AUTHOR]

Introduction: Narcissistic individuals often rise to positions of influence, but how so? Upward mobility in formal hierarchies is frequently contingent upon supervisory evaluations. We examined the relation between employee narcissism and supervisor promotability ratings, testing predictions from the display of power perspective (narcissism will positively predict promotability due to higher perceived power) and impression management perspective (narcissism will positively predict promotability due to self‐promotion). Method: In two multisource studies involving employees and their supervisors from diverse organizations (S1: Nemployees = 166; Nsupervisors = 93; S2: Nemployees = 128; Nsupervisors = 85), we measured employee narcissism (S1, S2), employee sense of power, employee impression management tactics toward the supervisor (S2), and employee promotability as rated by supervisors (S1–S2). Further, in an experiment (S3: N = 181), we tested the causal effect of employee sense of power on promotability. Results: Results favored the display of power perspective. Although narcissism predicted both higher self‐promotion toward the supervisor and greater sense of power, it was the latter that explained the positive relation between employee narcissism and promotability ratings. Conclusion: Employees high on narcissism act as if they have more power in organizations, and thus, demonstrate behavior that would be expected in higher level positions. The findings help to explain narcissistic individuals' rise through the ranks. [ABSTRACT FROM AUTHOR]

Networking behaviors toward career and community domains assist individuals in doing their jobs better and advancing their careers. However, few studies investigate and identify how these different types of networking behaviors lead to supervisory promotability evaluations. The current study argues that career- and community-based networking behaviors interact with political skill on promotability. This study surveyed and collected data from 160 financial employees and 103 supervisors working at branches of a large bank in Taiwan. Career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, were found to be positively related to promotability, and political skill strengthened the relationship between community-based networking behaviors and promotability. The implications of these findings are discussed in terms of networking behaviors, political skill, and promotability. [ABSTRACT FROM AUTHOR]

This paper examines how family-supportive supervisor behaviours (FSSBs) are associated with employees’ in-role job performance and perceived promotability, and how prosocial motivation moderates these associations. Drawing on the norm of reciprocity from social exchange theory; we propose that FSSBs are positively associated with employees' in-role job performance and perceived promotability. Furthermore, building on the Work–Home Resources model (W-HR model), we propose that family performance of employees may be a mediator between FSSBs and employees' work outcomes. Expanding our model, we integrate an individual difference, prosocial motivation and propose that prosocial motivation may influence the associations between FSSBs and employee outcomes via family performance in such a way that the indirect effect of family performance is negative for subordinates with high prosocial motivation and this indirect effect is positive for employees with low prosocial motivation. Using matched dataset of 187 supervisor–subordinate dyads across four organizations located in Chile, Argentina and the Philippines; our findings from multi-level analyses reveal a direct positive association between FSSBs and in-role job performance and perceived promotability. However, family performance did not mediate the associations between FSSBs and employees' outcomes. Interestingly, our results revealed that for subordinates characterized by high (vs. low) prosocial motivation, the mediation of family performance between FSSBs and work outcomes weakens (vs. strengthens). Our focus on prosocial motivation also underlines the dark side of showing concern for others. [ABSTRACT FROM AUTHOR]

Abstract: Drawing on conservation of resources theory, this research investigates how and when supervisory support for career development relates to subordinate career outcomes. Using data collected from 228 supervisor–subordinate dyads across 3 phases, we proposed and examined a mediated moderation model in which the interaction between supervisory support for career development and task proficiency was mediated by work engagement in predicting career outcomes in terms of career satisfaction and promotability. Results showed that supervisory support for career development was positively related to career satisfaction and promotability. Results also supported the mediated moderation model. We outlined the theoretical contributions for future research and discussed the practical implications. [ABSTRACT FROM AUTHOR]

Purpose: This study examines agreeableness and work knowledge as predictors of employees’ popularity above and beyond core self-evaluation (CSE), and the moderating role of these constructs on the CSE-popularity relationship. We also investigate popularity’s effects on supervisor-rated task performance and promotion potential, and the conditional indirect effects of CSE on these outcomes via popularity.Design/Methodology/Approach: Multi-source data were collected from 213 employees, their coworkers, and direct supervisors in a Chinese mine trading company.Findings: Agreeableness predicted popularity above and beyond CSE and moderated the CSE-popularity relationship, although the direct and moderating effects of work knowledge were nonsignificant. Popularity positively influenced performance ratings but not promotion potential. Results also supported conditional indirect effects of CSE on performance ratings via popularity.Implications: The current findings underscore the importance of examining workplace popularity. Discovering agreeableness as an additional predictor of popularity and its moderation effects on the CSE-popularity link suggests that communal qualities are important for employees’ attainment of popularity. The discussion also focuses on expanding the scope of workplace popularity to include performance-related outcomes. Lastly, this study considers how employee characteristics connect to performance ratings through popularity.Originality/Value: Workplace popularity is relatively unexplored but has tremendous organizational implications. This research advances the understanding of how to attain workplace popularity and the boundary conditions for the relationship between CSE and popularity. It also extends consequences associated with workplace popularity beyond interpersonal outcomes and assesses the role of popularity, a construct rooted in collective perception, in explaining links between employee characteristics and performance-related outcomes. [ABSTRACT FROM AUTHOR]

Women have made considerable inroads into the workforce but remain underrepresented in leadership positions. Even though studies show that men and women hardly differ in their leadership behaviours, we argue that male and female leaders are evaluated differentially contingent on the gender-congruence of their leadership style. Drawing arguments from expectancy violation theory, we investigate evaluations of men and women who show transformational leadership (a style consisting of communal behaviours in line with stereotypes about women) and autocratic leadership (a style consisting of agentic behaviours in line with stereotypes about men). We employed a three-study research design combining two experimental studies and a two-wave field study with business leaders (overallN = 344). Overall transformational leadership resulted in higher evaluations of promotability due to higher perceptions of leaders’ communality and leadership effectiveness. Importantly, these effects were stronger for men, and men showing transformational leadership were evaluated to be more promotable than women. This implies a communality-bonus effect for male transformational leaders. There was no difference in promotability evaluations for women versus men showing autocratic leadership. This effect was mediated by agency and effectiveness perceptions for women but not for men. Implications are discussed. [ABSTRACT FROM PUBLISHER]

The role of leader empathic concern is examined in the context of negative feedback delivery. We argue that leader displays of empathic concern decrease negative affect and increase positive affect following negative feedback, resulting in more positive evaluations of the leader's feedback-giving effectiveness and improving the leader's promotability. In a video-based online experiment (Study 1) using a US sample ( n = 177), both conditions experienced a decline in negative affect over the course of the feedback episode; however, participants exposed to leader empathic concern experienced a significantly greater increase in positive affect and evaluated the leader's behaviour as more effective than those in the control condition. In a field-study (Study 2) using archived multisource data on a sample of organizational leaders ( n = 306), the positive relationship between leader negative feedback quality (subordinate-rated) and (boss-rated) promotability was strengthened by subordinate perceptions of leader empathic concern. Practitioner points Leaders should show empathic concern when delivering feedback to subordinates., Leaders should be trained in how to recognize subordinates' emotional reactions and to communicate their understanding and concern for subordinates' well-being during the provision of performance feedback., Organizations should reward leaders who demonstrate empathic concern for their subordinates when providing feedback., Leaders should be educated about the career-related benefits associated with demonstrating high-quality negative feedback and empathic concern. [ABSTRACT FROM AUTHOR]

In a workforce marked by telecommuting, decentralization, and automation, the need for employees to take personal initiative (PI) is greater than ever before. The model of proactive motivation suggests that people need to experience proactive motivational states to engage in PI. Self-determination theory suggests that people must have their needs satisfied to engage in PI. In this work, we combine these two perspectives by considering if sometimes needs thwarting can improve the relationship between proactive motivational states and PI. Analyses of multi-source and multi-wave data indicated that individuals with high "can do" proactive motivation in the form of self-efficacy took more PI when their need for competence was not met. Likewise, individuals with high "energized to" proactive motivation in the form of activated positive affect took more PI when their need for relatedness was not met. Further, PI mediated the relationships between individual proactive motivation states and individual promotability (which benefits the self) and OCB towards coworkers (which benefits others). This reinforces the important role of PI as a constituent of individuals' in-role and extra-role performance at a time of increasing flexibility and collaboration at work. • Illustrate how "stay hungry, stay foolish" enhances one's promotability and OCB towards coworkers via personal initiative. • Employees with high self-efficacy took more personal initiative when competence need was not met. • Employees with high activated positive affect took more personal initiative when relatedness need was not met. [ABSTRACT FROM AUTHOR]

Substantial research demonstrates that ethical leaders improve a broad range of outcomes for their employees, but considerably less attention has been devoted to the performance and success of the leaders themselves. The present study explores the extent to which being ethical relates to leaders' performance and promotability. We address this question by examining ethical leadership from the two ethical perspectives most common in Western traditions-i.e., the 'right' and the 'good'-and whether one might be more closely associated than the other with performance and promotability evaluations. Results from 117 employee-supervisor-manager triads show that supervisors with a deontological outlook are more likely to be seen as ethical leaders (given current conceptualizations of the construct) and that utilitarian leaders are more likely to earn higher performance evaluations (above these current conceptions). We discuss the implications of these findings for research on ethical leadership. [ABSTRACT FROM AUTHOR]

Purpose – Networking behaviors assist individuals in doing their jobs better and advancing their careers. However, most research emphasizes the effects of job characteristics on networking behaviors, neglecting the effects of individual differences in goal orientations. Moreover, few studies investigate the prospective evaluation of promotability and the mediating effect of networking behavior on the relationship between goal orientation and promotability. Thus, the purpose of this paper is to clarify the nomological network and to expand the domain of networking behavior by identifying networking as career- and community-based networking behaviors and by examining the differential relationships among goal orientation, networking behaviors, and promotability. Design/methodology/approach – This study surveyed and collected data from 160 financial employees and 103 supervisors working at branches of a large bank in Taiwan. Questionnaires addressing both networking behavior and goal orientation were distributed to employees, and one week later their supervisors were sent another survey about employees’ promotability evaluations. Findings – Learning goal orientation was positively related to both career- and community-based networking behaviors. Performance goal orientation was also positively related to career-based networking behaviors, but negatively related to community-based networking behaviors. Career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, were found to be positively related to promotability. Results also show that career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, mediated the relationship between goal orientation and promotability. Research limitations/implications – This study addresses the importance of distinguishing between networking behaviors as career based and networking behaviors as community based and shows that these two sets of networking behaviors arise from different goal orientations and have differential effects on supervisory evaluation of promotability. Practical implications – By linking networking behavior with promotability, this study helps managers understand how employees’ enactment of specific networking behaviors can facilitate both the employees’ career development and the employees’ placement in important organizational positions. Originality/value – This study fulfills an identified need to understand the nomological network of networking behavior. [ABSTRACT FROM AUTHOR]

Guided by the Career Construction Theory (Savickas, 2013), our research model posits that individuals rely on their adaptability resources and implement adapting responses, in the form of ingratiation, to increase their promotability at work. In addition, the indirect relationship between career adaptability and promotability via ingratiation is further strengthened by high career sponsorship. The research model was tested and the translated Career Adapt-Abilities Scale (CAAS) Thailand form was validated using a cross-sectional survey of 265 subordinate–supervisor dyads. Results demonstrate adequate levels of internal consistency (ɑ = .96) and the factor structure corresponded with prior CAAS international validation. The moderated mediation model was supported and as expected: (a) ingratiation, as an adapting response, mediated the positive relationship between career adaptability and promotability, and (b) the mediated relationship between career adaptability and promotability via ingratiation was stronger for individuals with higher career sponsorship. Taken together, the findings support the cross-national measurement equivalence and utility of CAAS in non-Western and developing countries. More importantly, our study offers the groundwork for understanding adapting responses and the augmenting role of career-specific contextual support. [ABSTRACT FROM AUTHOR]

This study examined the relation between career adaptability (CA), promotability, and career satisfaction (CS), and their impacts on turnover intentions (TI). Eight hypotheses were proposed. Based on data collected from a sample of 431 employees in Macau, career adaptability was significantly and positively related to both promotability and CS after controlling for the influences of demographic variables including age, gender, education and tenure. CA, promotability and CS were also significantly and negatively linked to TI. The results further revealed that promotability and CS mediated the effect of CA on TI. The study contributed new insights that may inform career development and retention of employees. Practical implications on how to retain employees were discussed. [ABSTRACT FROM AUTHOR]

Although there is a consensus that workplace proactivity is vital for both employees and organizations, little is known as whether proactivity is beneficial for employees to develop leadership capabilities. Drawing from trait activation theory, we theorize that proactive personality could enhance employee promotability through taking charge behavior. We also propose that task structure determines the odds that proactive employees might be promoted. We tested the theoretical model with data from 226 employees and their direct leaders in 26 teams at three time points. The results of multi-level path analysis indicated that the positive relationship between proactive personality and taking charge was stronger in more organic work unit, which in turn, positively related to employees' promotability. These findings provide new knowledge in understanding the impacts of proactive personality and offers important empirical practices for proactivity management for organizations., Competing Interests: Conflict of interestThe authors declare that they have no conflict of interests. All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards, (© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022, Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.)

The purpose of this paper is to examine the effect of ethical leadership on followers' subjective and objective career success from a P-E fit perspective. Specifically, the mediating effects of demands-abilities fit, needs-supplies fit, and person-organization fit in the relationship between ethical leadership and employee subjective (i.e., career satisfaction) and objective career success (i.e., mobility and promotability) were investigated. We collected two-wave data from 160 employees and used hierarchical regressions to test the hypotheses. The findings revealed that ethical leadership had a positive effect on employee career satisfaction, mobility, and promotability. Moreover, employee demands-abilities fit mediated the relationship between ethical leadership and career mobility and promotability; needs-supplies fit and person-organization fit mediated the relationship between ethical leadership and employee career satisfaction. Theoretical and empirical implications were discussed., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2022 Xi, Yu, Ge and Cao.)

Drawing on self-determination and self-concept-based theories, this study investigated the mediating effects of psychological empowerment and organization-based self-esteem on the relationship between supervisory mentoring and employee performance and the moderating effect of supervisor political skill on the direct and first stage of the indirect effects. Data were obtained from a sample of 330 subordinate-supervisor dyads from the People's Republic of China. Using PROCESS of conditional indirect effect, we found support for the moderated direct and indirect effects of supervisory mentoring. First, supervisor political skill moderates the direct effect of supervisory mentoring on employee promotability. Second, supervisor political skill moderates the indirect effect of supervisory mentoring on the following: (i) employee promotability via both psychological empowerment and organization-based self-esteem and (ii) contextual performance only via psychological empowerment. These direct and indirect effects of supervisory mentoring are stronger when supervisors demonstrate a higher level of political skill. Copyright © 2013 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Summary Recognizing that organizations are inherently political arenas, investigating the relationship between political skill and various individual and organizational outcomes is increasing in the literature because employees need political skill in order to work effectively in such environments. Previous research, however, has not examined whether political skill is an indicator of promotability among different rater sources (i.e., bosses, direct reports, and peers). This study attempted to fill such gaps in previous research by examining whether the magnitude of the relationship between political skill and promotability differed depending upon which rater source was evaluating promotability. Using data from 262 practicing target-managers from around the world, the authors found that target-managers with more political skill had higher promotability ratings from three different coworker perspectives and the magnitude of the relationship was different for bosses and peers vis-à-vis direct reports. Furthermore, peer ratings of task-related leader behavior mediated the relationship between political skill and boss ratings of promotability. Contributions of this study are discussed, as are limitations, future research directions, and practical implications. Copyright © 2011 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

We examine deceptive impression management's effect on a supervisor's ratings of promotability and relationship quality (i.e., leader-member exchange) via the mediating role of the supervisor's recognition of deception. Extending ego depletion theory using social information processing theory, we argue that deceptive impression management in a supervisor-subordinate relationship is difficult to accomplish and the degree that deception is detected will negatively impact desired outcomes. Data collected from a matched sample of 171 public sector employees and their supervisors supported this model and indicated that recognition fully mediated the negative relationships between deceptive impression management with supervisor's rating of promotability and relationship quality. [ABSTRACT FROM AUTHOR]

Abstract: Socioanalytic theory postulates that job performance ratings are predicted by basic social motives moderated by social competency. The two motives are the motive to get along with others and the motive to achieve status and power. The present two-study investigation assessed these motives as work values and collected supervisors'' job performance and promotability assessments. Social competency was assessed as political skill at work. The results provided strong and consistent support for the hypotheses, thus providing a more direct test of socioanalytic theory and extending it to demonstrate effects beyond overall job performance ratings on contextual performance and promotability assessments. Contributions and implications of these results, strengths and limitations, directions for future research, and practical implications are discussed. [Copyright &y& Elsevier]

Abstract: Managers are now focusing on developmental relationships by providing career-related mentoring to their direct reports, but research is lacking in showing whether such mentoring is in fact related to outcomes that benefit the manager. This study investigates whether self- and direct report ratings of the extent to which focal-managers provide career-related mentoring are associated with perceptions of their promotability as perceived by their bosses (n =1623) and peers (n =1597). Results of hierarchical regression indicated that both self- and direct report ratings of focal-managers'' career-related mentoring were significant and positively related to boss and peer ratings of focal-managers'' promotability. Within a self–other rating agreement framework, results of polynomial regression indicated that higher ratings of career-related mentoring by focal-managers and their direct reports were positively related to both boss and peer ratings of focal-managers'' promotability. Furthermore, underrating (i.e., when self-ratings are lower than direct report ratings) was more positively related to promotability than overrating (i.e., when self-ratings are higher than direct report ratings). [Copyright &y& Elsevier]

In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed. [ABSTRACT FROM AUTHOR]