Elad N. Sherf

Bio: Elad N. Sherf is an academic researcher from University of North Carolina at Chapel Hill. The author has contributed to research in topics: Employee voice & Creativity. The author has an hindex of 9, co-authored 14 publications receiving 263 citations. Previous affiliations of Elad N. Sherf include New York University & University of Maryland, College Park.

Regulating and facilitating: the role of emotional intelligence in maintaining and using positive affect for creativity.

Abstract: Although past research has identified the effects of emotional intelligence on numerous employee outcomes, the relationship between emotional intelligence and creativity has not been well established. We draw upon affective information processing theory to explain how two facets of emotional intelligence—emotion regulation and emotion facilitation—shape employee creativity. Specifically, we propose that emotion regulation ability enables employees to maintain higher positive affect (PA) when faced with unique knowledge processing requirements, while emotion facilitation ability enables employees to use their PA to enhance their creativity. We find support for our hypotheses using a multimethod (ability test, experience sampling, survey) and multisource (archival, self-reported, supervisor-reported) research design of early career managers across a wide range of jobs. (PsycINFO Database Record (c) 2015 APA, all rights reserved)

Distinguishing Voice and Silence at Work: Unique Relationships with Perceived Impact, Psychological Safety, and Burnout

Abstract: Scholars continue to debate whether voice and silence are opposites or distinct constructs. This ambiguity has prevented meaningful theoretical advancements about employees’ voice and silence at wo...

I do not need feedback! Or do I? Self-efficacy, perspective taking, and feedback seeking.

Abstract: A central idea in the feedback seeking literature is that there should be a positive relationship between self-efficacy and the likelihood of seeking feedback. Yet empirical findings have not always matched this theoretical claim. Departing from current theorizing, we argue that high self-efficacy may sometimes decrease feedback seeking by making people undervalue feedback and that perspective taking is an important factor in determining whether or not this occurs. Results from 5 studies, utilizing diverse methodologies and samples, support our hypothesis that the relationship between self-efficacy and feedback seeking depends on the extent to which one engages in perspective taking. In the absence of perspective taking, self-efficacy tends to be more negatively related to feedback seeking. However, when perspective taking occurs, this relationship tends to be more positive. We also provide evidence that this interaction effect is mediated by perceptions of the value of feedback. We discuss the implications of our theory and findings for the feedback seeking literature and more broadly. (PsycINFO Database Record (c) 2020 APA, all rights reserved).

Too Busy to Be Fair? The Effect of Workload and Rewards on Managers’ Justice Rule Adherence

Abstract: Why do managers act unfairly even when they recognize the significant organizational benefits of treating employees fairly? Prior research has explained this puzzling phenomenon predominantly throu...

Centralization of member voice in teams: Its effects on expertise utilization and team performance.

Abstract: Voice, or the expression of work-related suggestions or opinions, can help teams access and utilize members' privately held knowledge and skills and improve collective outcomes. However, recent research has suggested that sometimes, rather than encourage positive outcomes for teams, voice from members can have detrimental consequences. Extending this research, we highlight why it is important to consider voice centralization within teams, or the extent to which voice is predominantly emanating from only a few members rather than equally spread across all members. We argue that, under certain circumstances, voice centralization is harmful to the utilization of members' expertise in the team and, thereby, to team performance. Specifically, we propose that voice centralization is likely to have negative effects when it occurs around members who are more socially dominant or are less reflective. We find support for our arguments in a sample of 78 teams (319 team members) working on graduate student projects in a business school over a semester. Overall, through our theory and results, we showcase why it is important for future studies to examine the distribution of voice among team members. (PsycINFO Database Record

The Organizational Reproduction of Inequality

Abstract: With societal inequalities continuing to increase and organizations providing the vast majority of people with their income, we wanted to assess the ways in which organizational practices are impli...

The Use of Online Panel Data in Management Research: A Review and Recommendations

Abstract: Management scholars have long depended on convenience samples to conduct research involving human participants. However, the past decade has seen an emergence of a new convenience sample: online pa...

Self Esteem, Information Search and Problem Solving Efficiency.

Abstract: : Weiss (1977, 1978) has shown that low self esteem workers are more likely to model the role behaviors and work values of superiors than are high self esteem workers. He has argued that new employees are 'problem solvers' attempting to determine the most appropriate role behaviors for their new work situation. He has also argued that high self esteem individuals search for less information on problem solving tasks and are therefore less likely to seek and use models to help them define their roles. This study examined whether self esteem is, in fact, negatively related to information search. It also examined whether the greater information search among low esteem individuals would result in more effective performance on a problem soving task where search is functional. Results showed that, as expected, low self esteem subjects searched for more information, search was functional and low self esteem subjects were significantly better performers on the task. The results are contrasted with previous studies of self esteem and performance and discussed in terms in person x situation interactions and the functional and dysfunctional aspects of high self esteem in relation to various types of organizational problems. (Author)