Jennifer L. Robertson

Bio: Jennifer L. Robertson is an academic researcher from University of Western Ontario. The author has contributed to research in topics: Transformational leadership & Corporate social responsibility. The author has an hindex of 11, co-authored 15 publications receiving 846 citations. Previous affiliations of Jennifer L. Robertson include Queen's University & La Trobe University.

Greening organizations through leaders' influence on employees' pro-environmental behaviors

Abstract: Summary Climate change is a serious global issue that poses many risks to environmental and human systems. Although human activity is cited as the main cause of climate change and organizations significantly contribute to climate change, research that investigates workplace pro-environmental behaviors remains scarce. We develop and test a model that links environmentally-specific transformational leadership and leaders’ workplace pro-environmental behaviors to employees’ pro-environmental passion and behaviors. Structural equation modeling on data from 139subordinate–leaderdyads(Mages=37.42and40.17years,respectively)showedthatleaders’environmental descriptive norms predicted their environmentally-specific transformational leadership and their workplace pro-environmental behaviors, both of which predicted employees’ harmonious environmental passion. In turn, employees’ own harmonious environmental passion and their leaders’ workplace pro-environmental behaviors predicted their workplace pro-environmental behaviors. These findings show that leaders’environmental descriptive norms and the leadership and pro-environmental behaviors they enact play an important role in the greening of organizations. Conceptual and practical implications are discussed. Copyright © 2012 John Wiley & Sons, Ltd.

How and When Does Perceived CSR Affect Employees’ Engagement in Voluntary Pro-environmental Behavior?

Abstract: Scholarly interest in employees’ voluntary pro-environmental behavior has begun to emerge. While this research is beginning to shed light on the predictors of workplace pro-environmental behavior, our understanding of the psychological mechanisms linking the various antecedents to employees’ environmentally responsible behavior and the circumstances under which any such effects are enhanced and/or attenuated is incomplete. The current study seeks to fill this gap by examining: (a) the effects of perceived corporate social responsibility on employees’ voluntary pro-environment behavior; (b) an underlying mechanism that links CSR perceptions to these behaviors; and (c) a boundary condition to these relationships. Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees’ corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy.

The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors ☆ ☆☆

Abstract: While much is understood about the outcomes of different leadership styles, less is known about the antecedents of leadership, particularly with regards to how leaders' own psychological well-being impacts leadership behaviors. Using conservation of resources theory as a framework, we investigated the relationship between leaders' depleted resources and their leadership behaviors. Conceptualizing depressive symptoms, anxiety, and workplace alcohol consumption as resource depletion, we predicted that depletion would be associated with lower levels of transformational leadership, and higher levels of abusive supervision, and when taken together, would further exacerbate these effects on leadership behaviors. In a study of 172 leader–subordinate pairs, leaders' depressive symptoms, anxiety, and workplace alcohol consumption separately predicted lower transformational leadership, and higher abusive supervision. Furthermore, partial support was found for an exacerbating effect on transformational leadership and abusive supervision.

Uncovering How and When Environmental Leadership Affects Employees’ Voluntary Pro-environmental Behavior

Abstract: Environmental sustainability at the firm level is largely shaped by and dependent on individual-level pro-environmental behavior. Accordingly, investigating the antecedents of employees’ environmen...

기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences

Abstract: Over the past 30 years, conservation of resources (COR) theory has become one of the most widely cited theories in organizational psychology and organizational behavior. COR theory has been adopted across the many areas of the stress spectrum, from burnout to traumatic stress. Further attesting to the theory's centrality, COR theory is largely the basis for the more work-specific leading theory of organizational stress, namely the job demands-resources model. One of the major advantages of COR theory is its ability to make a wide range of specific hypotheses that are much broader than those offered by theories that focus on a single central resource, such as control, or that speak about resources in general. In this article, we will revisit the principles and corollaries of COR theory that inform those more specific hypotheses and will review research in organizational behavior that has relied on the theory.

Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values

Abstract: As an emerging concept, green human resource management (green HRM) has been conceptualized to influence employee workplace green behavior. This research empirically tested this link. We first developed measures for green HRM, and then drew on the behavioral HRM and psychological climate literature along with the supplies-values fit theory, to test a conceptual model integrating the effects of psychological green climate and individual green values. Results revealed that green HRM both directly and indirectly influenced in-role green behavior, but only indirectly influenced extra-role green behavior, through the mediation of psychological green climate. Individual green values moderated the effect of psychological green climate on extra-role green behavior, but it did not moderate the effect of either green HRM or psychological green climate on in-role green behavior. These findings indicate that green HRM affects both employee in-role and extra-role workplace green behavior; however, this occurs through different social and psychological processes. © 2016 Wiley Periodicals, Inc.