Showing papers by "Deanne N. Den Hartog published in 2018"
TL;DR: How text mining may extend contemporary organizational research by allowing the testing of existing or new research questions with data that are likely to be rich, contextualized, and ecologically valid is described.
Abstract: Despite the ubiquity of textual data, so far few researchers have applied text mining to answer organizational research questions. Text mining, which essentially entails a quantitative approach to ...
142 citations
TL;DR: In this paper, the authors highlight similarities and differences in approaches to people management by mapping key approaches to Leadership and HRM on a value framework, and integrate theory on person-environment fit and strategic HR alignment to map seven possible ways in which Leadership may interact: Independent, Enactment, Supplementary Fit, Synergistic Fit, Complementary Fit, Perceptual Filter, and Dynamic Fit.
117 citations
TL;DR: Using data from 105 employee–supervisor dyads from professional services firms in Singapore, support is found for the hypothesized model of how organizational control is related to employees’ organizational trust.
Abstract: This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed.
72 citations
TL;DR: Support is found for the moderating role of follower self-esteem in the relationship between leader narcissism and perceived abusive supervision and a moderated mediation model is tested, showing that this finding also holds for the broader concept of follower core self-evaluations as a moderator.
Abstract: Narcissistic leaders are self-absorbed and hold beliefs of entitlement and superiority. Their aggressive tendencies in the face of criticism and inclinations to validate their self-worth by derogating others may lead others to perceive them as being abusive. Here, we test the relationship between leader narcissism and followers' perceptions of abusive supervision. Drawing upon research related to the behavioral plasticity hypothesis, we propose that followers with low self-esteem will perceive narcissistic leaders as more abusive than those with high self-esteem. Followers low on self-esteem are more insecure, more in need of approval from their supervisor and are more likely to interpret the haughty, derogatory attitude of narcissistic leaders as abusive. Such followers also make for 'easier targets' and thus may actually suffer more abusive behavior from their narcissistic leaders. In a first multi-source study of 85 leaders and 128 followers, we found support for the moderating role of follower self-esteem in the relationship between leader narcissism and perceived abusive supervision: Narcissistic leaders were rated as more abusive by followers who were low on self-esteem, but not those higher on self-esteem. In a second multi-source field study among 177 leader-follower dyads, we tested a moderated mediation model and showed that this finding also holds for the broader concept of follower core self-evaluations as a moderator. Abusive supervision, in turn, was related to lower follower performance and followers experiencing more burnout symptoms. Thus, followers low on self-esteem or low on core self-evaluations seem to suffer most from narcissistic leaders as they perceive them to be abusive and, in turn, these followers show reduced performance and more burnout symptoms when working for such leaders. This research thus identifies an important moderator that might help reconcile previous inconsistent findings regarding perceptions of narcissistic leaders.
65 citations
TL;DR: The text classification process is described in several roughly sequential steps, namely training data preparation, preprocessing, transformation, application of classification techniques, and validation, to familiarize organizational researchers with text mining techniques from machine learning and statistics.
Abstract: Organizations are increasingly interested in classifying texts or parts thereof into categories, as this enables more effective use of their information. Manual procedures for text classification work well for up to a few hundred documents. However, when the number of documents is larger, manual procedures become laborious, time-consuming, and potentially unreliable. Techniques from text mining facilitate the automatic assignment of text strings to categories, making classification expedient, fast, and reliable, which creates potential for its application in organizational research. The purpose of this article is to familiarize organizational researchers with text mining techniques from machine learning and statistics. We describe the text classification process in several roughly sequential steps, namely training data preparation, preprocessing, transformation, application of classification techniques, and validation, and provide concrete recommendations at each step. To help researchers develop their own text classifiers, the R code associated with each step is presented in a tutorial. The tutorial draws from our own work on job vacancy mining. We end the article by discussing how researchers can validate a text classification model and the associated output.
54 citations
TL;DR: This study finds a conditional direct effect of employee Machiavellianism on both trust and stress, and finds support for an unconditional indirect effect of trust for employee stress (but not for unethical work behaviors).
Abstract: Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when such followers experience Machiavellian leadership. Thus, we test a moderated mediation model assessing whether Machiavellianism affects employees and whether combining Machiavellian leaders and Machiavellian employees is toxic in the sense of exacerbating the negative impact of Machiavellianism on employee trust. Results do not support the proposed conditional indirect effect of trust for either stress or unethical behavior. Instead, we find a conditional direct effect of employee Machiavellianism on both trust and stress: When Machiavellian employees have Machiavellian leaders, their trust in their leader significantly decreases, and their level of stress significantly increases. We also find support for an unconditional indirect effect of trust for employee stress (but not for unethical work behaviors), Machiavellianism in employees relates to stress via lowered trust in the leader. For unethical behavior, we only find a main effect of employee Machiavellianism.
52 citations
TL;DR: In a cross-sectional multi-source survey study among a sample of 159 unique leader–follower dyads, interaction effects between leadership and employee Machiavellianism for prosocial and antisocial work behavior are found.
Abstract: Machiavellians can be characterized as goal-driven people who are willing to use all possible means to achieve their ends, and employees scoring high on Machiavellianism are thus predisposed to engage in unethical and organizationally undesirable behaviors. We propose that leadership can help to manage such employees in a way that reduces undesirable and increases desirable behaviors. Studies on the effects of leadership styles on Machiavellian employees are scarce. Here we investigate the relationship of ethical leadership with prosocial (helping colleagues or affiliative OCB) and antisocial work behavior (knowledge hiding and emotional manipulation) for employees who are higher or lower in Machiavellianism. The effect of an ethical leadership style on employees predisposed to engage in unethical behaviors has not been investigated so far. In a cross-sectional multi-source survey study among a sample of 159 unique leader-follower dyads, we find interaction effects between leadership and employee Machiavellianism for prosocial and antisocial work behavior. As expected, employee Machiavellianism comes with reduced helping behavior and increased knowledge hiding and emotional manipulation, but only when ethical leadership is low. Under highly ethical leaders, such increases in organizationally undesirable behaviors of Machiavellian employees do not occur. While the cross-sectional design precludes conclusions about the direction of causality, findings of our study suggest to further explore (and from a practical perspective to invest in) ethical leadership as a potential remedy for undesirable behavior of Machiavellian employees.
37 citations
TL;DR: In this article, the authors investigate individual, micro-level resources and behaviors that can facilitate matching processes between nursing professionals and their jobs and provide evidence on career adaptability as a self-regulatory resource that might stimulate nurses' adaptation outcomes.
Abstract: With the ageing global population the demand for nursing jobs and the requirements for complex care provision are increasing. In consequence, nursing professionals need to be ready to adapt, obtain variety of skills and engage in career self-management. The purpose of this paper is to investigate individual, micro-level, resources and behaviors that can facilitate matching processes between nursing professionals and their jobs.,A survey-based study was conducted among 314 part-time and full-time nursing professionals in Hungary.,Consistent with the career construction theory, this study offers evidence on career adaptability as a self-regulatory resource that might stimulate nurses’ adaptation outcomes. Specifically, it demonstrates positive relationships between adaptive readiness (proactive personality and conscientiousness), career adaptability, adapting behaviors (career planning and proactive skill development) and adaptation outcomes (employability and in-role performance).,The cross-sectional design limits causal inference. Relatively small sample of full-time professionals for whom supervisory-ratings were obtained yields the need of further replication.,Stimulating development of nurses’ career adaptability, career planning, and proactive skill development can contribute to sustainable career management. It can facilitate the alignment of nurses to performance requirements of their current jobs, preventing individual person-job mismatch.,Zooming into the context of nursing professionals in Hungary, the study elucidates the understudied link between adaptivity and adapting responses and answers the call for more research that employs other-ratings of adaptation outcomes. It demonstrates the value of career adaptability resources for nurses’ employability and in-role performance.
19 citations
01 Jun 2018
TL;DR: Almeida et al. as mentioned in this paper developed a Brazilian version of the Ethical Leadership at Work Scale (Kalshoven, Den Hartog, & De Hoogh, 2011).
Abstract: Ethical issues have been a growing concern to organizations. The main goal of this study was to develop a Brazilian version of the Ethical Leadership at Work Scale (Kalshoven, Den Hartog, & De Hoogh, 2011). The first study presents the translated measure and an exploratory study of the factor structure with a sample of 222 employees. Even though the best solution had 7 factors (EFA), the solution found did not correspond to the originally proposed one. In study 2 (sample of 3,804 employees), the goodness of fit of the original factor structure was assessed (CFA). The originally proposed model presented the best fit. In order to assess construct validity, the relationship of ethical leadership with satisfaction with the leader and abusive supervision was measured. Findings confirmed the hypothesized positive relation with satisfaction with the leader and a negative one with abusive supervision. Overall, findings suggest the scale presents good psychometric properties and construct validity. Escala de liderazgo ético en el trabajo: evidencias de validez de la versión brasileña Resumen El tema de la ética en las organizaciones ha ganado recientemente relevancia. El objetivo de ese trabajo fue realizar la adaptación de la Escala de Liderazgo Ético en el Trabajo (Kalshoven, Den Hartog, & De Hoogh, 2011). El primer estudio presenta el test exploratorio de la estructura factorial a partir de una muestra de 222 profesionales. A pesar de presentar 7 factores (AFE), la estructura hallada no corresponde al modelo original. En el estudio 2 (muestra de 3804 profesionales), el ajuste del modelo con la estructura factorial original de la escala fue probado (AFC) y presentó un mejor ajuste en comparación con otros modelos probados. Para medir la validez de constructo, la relación del liderazgo ético con la satisfacción con el líder y la supervisión abusiva fueron probadas. El patrón de relación esperado fue confirmado al encontrarse relación positiva con respecto a la satisfacción, y negativa relativa a la supervisión abusiva. En conjunto, los resultados sugieren que la ELET presenta evidencias de validez de constructo y buenas propiedades psicométricas. 1 Endereço para correspondência: SQS 405 Bloco A Apartamento 204, Asa Sul, 70239-010, Brasília, DF Brasil. E-mail: julianag.almeida@gmail.com Como citar este artigo: Almeida, J., Den Hartog, D., & Porto, J. B. (2018). Escala de Liderança Ética no Trabalho: Evidências de validade da versão brasileira. Revista Psicologia: Organizações e Trabalho, 18(3), 430-440. doi: 10.17652/rpot/2018.3.14298 Nota. Esta pesquisa recebeu apoio da CAPES (Processo: 8881.134028/2016-01, PDSE 19/2016). Esta pesquisa recebeu apoio financeiro do CNPq (Processo no. 30.4015/20156 e 403609/2016-0 concedida a Juliana B. Porto). 430 Palavras-chave: liderança ética; supervisão abusiva; satisfação com o líder.
3 citations
05 Oct 2018
TL;DR: In this article, the authors proposed that congruence between leaders and followers on a core characteristic plays an important role in the attribution of charisma to leaders, and they found that those leaders low on organizational identification are more likely to communicate messages that appeal to followers who are similarly low on identification.
Abstract: While organizationally relevant outcomes of charismatic leadership have been studied more extensively, we do not know as much about when and why followers attribute charisma to leaders. Drawing on the self-concept based motivational theory of charisma developed by Boas Shamir and colleagues, we propose that congruence between leaders and followers on a core characteristic, namely organizational identification plays an important role. When leaders are high on identification with the organization, they embody and communicate the values of the organization more strongly in their vision and behaviors, which is likely to affect the attribution of charisma to these leaders, but only for followers who themselves strongly identify with the organization. In contrast, those leaders low on organizational identification are more likely to communicate messages that appeal to followers who are similarly low on identification. A multi-source study in the healthcare sector largely supports our model as congruence between organizational identification levels of leaders and followers is positively linked to perceived charisma and, in turn, charisma relates to followers’ organizational citizenship behavior.