Showing papers in "Journal of Applied Psychology in 2007"
TL;DR: This meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance and revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust.
Abstract: The trust literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Although this distinction has clarified some confusion in the literature, it remains unclear (a) which trust antecedents have the strongest relationships with trust and (b) whether trust fully mediates the effects of trustworthiness and trust propensity on behavioral outcomes. Our meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance (task performance, citizenship behavior, counterproductive behavior). Meta-analytic structural equation modeling supported a partial mediation model wherein trustworthiness and trust propensity explained incremental variance in the behavioral outcomes when trust was controlled. Further analyses revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust. These results generalized across different types of trust measures (i.e., positive expectations measures, willingness-to-be-vulnerable measures, and direct measures) and different trust referents (i.e., leaders, coworkers).
2,109 citations
TL;DR: The authors developed and meta-analytically examined hypotheses designed to test and extend work design theory by integrating motivational, social, and work context characteristics to suggest numerous opportunities for the continued development of work design Theory and practice.
Abstract: The authors developed and meta-analytically examined hypotheses designed to test and extend work design theory by integrating motivational, social, and work context characteristics. Results from a summary of 259 studies and 219,625 participants showed that 14 work characteristics explained, on average, 43% of the variance in the 19 worker attitudes and behaviors examined. For example, motivational characteristics explained 25% of the variance in subjective performance, 2% in turnover perceptions, 34% in job satisfaction, 24% in organizational commitment, and 26% in role perception outcomes. Beyond motivational characteristics, social characteristics explained incremental variances of 9% of the variance in subjective performance, 24% in turnover intentions, 17% in job satisfaction, 40% in organizational commitment, and 18% in role perception outcomes. Finally, beyond both motivational and social characteristics, work context characteristics explained incremental variances of 4% in job satisfaction and 16% in stress. The results of this study suggest numerous opportunities for the continued development of work design theory and practice.
1,739 citations
TL;DR: A 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria and suggested that the differential relationships between challenge stressor and hindrance stressors and the more distal criteria were due, in part, to the mediating effects of job attitudes.
Abstract: In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.
1,561 citations
TL;DR: Computer simulations suggest that using only survey responders to calculate Dissimilarity typically results in underestimation of true dissimilarity effects and that these effects can occur even when response rates are high.
Abstract: The extensive research examining relations between group member dissimilarity and outcome measures has yielded inconsistent results. In the present research, the authors used computer simulations to examine the impact that a methodological feature of such research, participant nonresponse, can have on dissimilarity-outcome relations. Results suggest that using only survey responders to calculate dissimilarity typically results in underestimation of true dissimilarity effects and that these effects can occur even when response rates are high.
1,481 citations
TL;DR: A theoretical framework and meta-analysis of 46 studies in natural settings involving 12,883 employees found that telecommuting had small but mainly beneficial effects on proximal outcomes, such as perceived autonomy and (lower) work-family conflict.
Abstract: What are the positive and negative consequences of telecommuting? How do these consequences come about? When are these consequences more or less potent? The authors answer these questions through construction of a theoretical framework and meta-analysis of 46 studies in natural settings involving 12,883 employees. Telecommuting had small but mainly beneficial effects on proximal outcomes, such as perceived autonomy and (lower) work–family conflict. Importantly, telecommuting had no generally detrimental effects on the quality of workplace relationships. Telecommuting also had beneficial effects on more distal outcomes, such as job satisfaction, performance, turnover intent, and role stress. These beneficial consequences appeared to be at least partially mediated by perceived autonomy. Also, high-intensity telecommuting (more than 2.5 days a week) accentuated telecommuting’s beneficial effects on work–family conflict but harmed relationships with coworkers. Results provide building blocks for a more complete theoretical and practical treatment of telecommuting.
1,473 citations
TL;DR: A model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover) was proposed and tested.
Abstract: The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results generally supported this model. In addition, the authors examined the moderating effects of methodology on these relationships by coding for 3 methodological issues: data collection type (longitudinal vs. cross-sectional), sample characteristics (school-to-work vs. work-to-work transitions), and measurement of the antecedents (facet vs. composite measurement). Discussion focuses on the implications of the findings and suggestions for future research.
1,173 citations
TL;DR: Relationships among ID, OD, and their common correlates were meta-analyzed and showed ID and OD exhibited their strongest (negative) relationships with organizational citizenship, Agreeableness, Conscientiousness, and Emotional Stability.
Abstract: Interpersonal deviance (ID) and organizational deviance (OD) are highly correlated (R. S. Dalal, 2005). This, together with other empirical and theoretical evidence, calls into question the separability of ID and OD. As a further investigation into their separability, relationships among ID, OD, and their common correlates were meta-analyzed. ID and OD were highly correlated (rho = .62) but had differential relationships with key Big Five variables and organizational citizenship behaviors, which lends support to the separability of ID and OD. Whether the R. J. Bennett and S. L. Robinson (2000) instrument was used moderated some relationships. ID and OD exhibited their strongest (negative) relationships with organizational citizenship, Agreeableness, Conscientiousness, and Emotional Stability. Correlations with organizational justice were small to moderate, and correlations with demographic variables were generally negligible.
1,162 citations
TL;DR: The authors hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs, and the results support this hypothesis.
Abstract: In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees’ reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypotheses. The implications of the results for understanding destructive behaviors in the workplace are examined.
1,130 citations
TL;DR: Using a meta-correlation matrix, the authors found that trait GO predicted job performance above and beyond cognitive ability and personality and demonstrate the value of GO to organizational researchers.
Abstract: The authors present an empirical review of the literature concerning trait and state goal orientation (GO). Three dimensions of GO were examined: learning, prove performance, and avoid performance along with presumed antecedents and proximal and distal consequences of these dimensions. Antecedent variables included cognitive ability, implicit theory of intelligence, need for achievement, self-esteem, general self-efficacy, and the Big Five personality characteristics. Proximal consequences included state GO, task-specific self-efficacy, self-set goal level, learning strategies, feedback seeking, and state anxiety. Distal consequences included learning, academic performance, task performance, and job performance. Generally speaking, learning GO was positively correlated, avoid performance GO was negatively correlated, and prove performance GO was uncorrelated with these variables. Consistent with theory, state GO tended to have stronger relationships with the distal consequences than did trait GO. Finally, using a meta-correlation matrix, the authors found that trait GO predicted job performance above and beyond cognitive ability and personality. These results demonstrate the value of GO to organizational researchers.
1,078 citations
TL;DR: Results indicate a moderately strong, positive relationship between LMX and citizenship behaviors (rho = .37), and support the moderating role of the target of the citizenship behaviors on the magnitude of the LMX-citizenship behavior relationship.
Abstract: This article provides a meta-analytic review of the relationship between the quality of leader-member exchanges (LMX) and citizenship behaviors performed by employees. Results based on 50 independent samples (N = 9,324) indicate a moderately strong, positive relationship between LMX and citizenship behaviors (rho = .37). The results also support the moderating role of the target of the citizenship behaviors on the magnitude of the LMX-citizenship behavior relationship. As expected, LMX predicted individual-targeted behaviors more strongly than it predicted organizational targeted behaviors (rho = .38 vs. rho = .31), and the difference was statistically significant. Whether the LMX and the citizenship behavior ratings were provided by the same source or not also influenced the magnitude of the correlation between the 2 constructs.
1,055 citations
TL;DR: A meta-analysis of the literature examining the relations among stressors, involvement, and support in the work and family domains, work-family conflict, and satisfaction outside of those domains suggests that a considerable amount of variability in family satisfaction is explained by work domain-specific variables, while job and family stress has the strongest effects on work- family conflict and cross-domain satisfaction.
Abstract: This meta-analysis is a review of the literature examining the relations among stressors, involvement, and support in the work and family domains, work-family conflict, and satisfaction outside of those domains. Results suggest that a considerable amount of variability in family satisfaction is explained by work domain-specific variables, whereas a considerable amount of variability in job satisfaction is explained by family domain-specific variables, with job and family stress having the strongest effects on work-family conflict and cross-domain satisfaction. The authors propose future directions for research on work and family issues focusing on other explanatory mechanisms and moderators of cross-domain relations.
TL;DR: Team minimum agreeableness and team mean conscientiousness, openness to experience, collectivism, and preference for teamwork emerged as strong predictors of team performance in field studies.
Abstract: This study sought to unify the team composition literature by using meta-analytic techniques to estimate the relationships between specified deep-level team composition variables (i.e., personality factors, values, abilities) and team performance. The strength of the team composition variable and team performance relationships was moderated by the study setting (lab or field) and the operationalization of the team composition variable. In lab settings, team minimum and maximum general mental ability and team mean emotional intelligence were related to team performance. Only negligible effects were observed in lab settings for the personality factor and team performance relationships, as well as the value and team performance relationships. In contrast, team minimum agreeableness and team mean conscientiousness, openness to experience, collectivism, and preference for teamwork emerged as strong predictors of team performance in field studies. Results can be used to effectively compose teams in organizations and guide future team composition research.
TL;DR: A meta-analysis of 57 empirical studies concerning enacted workplace aggression shows that both individual and situational factors predict aggression and that the pattern of predictors is target specific.
Abstract: The authors conducted a meta-analysis of 57 empirical studies (59 samples) concerning enacted workplace aggression to answer 3 research questions. First, what are the individual and situational predictors of interpersonal and organizational aggression? Second, within interpersonal aggression, are there different predictors of supervisor- and coworker-targeted aggression? Third, what are the relative contributions of individual (i.e., trait anger, negative affectivity, and biological sex) and situational (i.e., injustice, job dissatisfaction, interpersonal conflict, situational constraints, and poor leadership) factors in explaining interpersonal and organizational aggression? Results show that both individual and situational factors predict aggression and that the pattern of predictors is target specific. Implications for future research are discussed.
TL;DR: Results indicated that the negativity directed at successful female managers--in ratings of likability, interpersonal hostility, and boss desirability--was mitigated when there was indication that they were communal.
Abstract: In 3 experimental studies, the authors tested the idea that penalties women incur for success in traditionally male areas arise from a perceived deficit in nurturing and socially sensitive communal attributes that is implied by their success. The authors therefore expected that providing information of communality would prevent these penalties. Results indicated that the negativity directed at successful female managers--in ratings of likability, interpersonal hostility, and boss desirability--was mitigated when there was indication that they were communal. This ameliorative effect occurred only when the information was clearly indicative of communal attributes (Study 1) and when it could be unambiguously attributed to the female manager (Study 2); furthermore, these penalties were averted when communality was conveyed by role information (motherhood status) or by behavior (Study 3). These findings support the idea that penalties for women's success in male domains result from the perceived violation of gender-stereotypic prescriptions.
TL;DR: In 2 time-lagged samples, the authors found that motivation mediates the emotional exhaustion-job performance relationship and participants appear to target their investment of resources in response to emotional exhaustion to develop social support through social exchange.
Abstract: The literature concerning the relationship between emotional exhaustion and performance led researchers to raise questions about the extent to which the variables are related. In 2 time-lagged samples, the authors found that motivation mediates the emotional exhaustion-job performance relationship. Moreover, the authors found that participants appear to target their investment of resources in response to emotional exhaustion to develop social support through social exchange; specifically, emotional exhaustion was associated with communion striving resources that were manifest in the form of organizational citizenship behaviors targeted at individuals. Implications of this relationship for theories of burnout and for management practice are discussed.
TL;DR: Results of moderated regression analysis revealed that authoritarian leadership style moderated the relationship between supervisors' perceptions of interactional justice and abusive supervision such that the relationship was stronger for supervisors high rather than low in authoritarian leadership Style.
Abstract: The authors examined antecedents of abusive supervision and the relative importance of interactional and procedural justice as mediators of the relationship between abusive supervision and the work outcomes of affective organizational commitment and individual- and organization-directed citizenship behaviors. Data were obtained from subordinate-supervisor dyads from a telecommunication company located in southeastern China. Results of moderated regression analysis revealed that authoritarian leadership style moderated the relationship between supervisors' perceptions of interactional justice and abusive supervision such that the relationship was stronger for supervisors high rather than low in authoritarian leadership style. In addition, results of structural equation modeling analysis revealed that subordinates' perceptions of interactional but not procedural justice fully mediated the relationship between abusive supervision and the work outcomes. Implications for future investigations of abusive supervision are discussed. Copyright 2007 by the American Psychological Association.
TL;DR: Overall, results suggest that the predictive validity of self-efficacy is attenuated in the presence of individual differences, though this attenuation does depend on the context.
Abstract: The present study estimated the unique contribution of self-efficacy to work-related performance controlling for personality (the Big 5 traits), intelligence or general mental ability, and job or task experience. Results, based on a meta-analysis of the relevant literatures, revealed that overall, across all studies and moderator conditions, the contribution of self-efficacy relative to purportedly more distal variables is relatively small. Within moderator categories, there were several cases in which self-efficacy made unique contributions to work-related performance. For example, self-efficacy predicted performance in jobs or tasks of low complexity but not those of medium or high complexity, and self-efficacy predicted performance for task but not job performance. Overall, results suggest that the predictive validity of self-efficacy is attenuated in the presence of individual differences, though this attenuation does depend on the context.
TL;DR: A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company and individual performance was positively related to team performance.
Abstract: A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.
TL;DR: In this article, the authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organization's overall performance.
Abstract: The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organization's overall performance. On the basis of a sample of Japanese establishments, the results provide support for the existence of these mediating mechanisms through which high-performance work systems affect overall establishment performance.
TL;DR: The authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that whentransformational leadership was high, teams with greater educational specialty heterogeneity exhibited greater team creativity.
Abstract: The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.
TL;DR: A longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover and interacted with job satisfaction to predict voluntary turnover, suggesting that thejob embeddedness construct extends beyond the unfolding model of turnover it originated from.
Abstract: Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from.
TL;DR: The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
Abstract: The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
TL;DR: Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long- term customers measured 9 months later.
Abstract: This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance.
TL;DR: Results encourage greater research attention to work characteristics, such as job complexity and control over work time, and skills that represent resources useful to the successful integration of work and family demands.
Abstract: This study reports an investigation of the relationships of work hours, job complexity, and control over work time to satisfaction with work-family balance. Based on data from a sample of 570 telephone call center representatives, a moderated hierarchical regression analysis revealed that work hours were negatively related to satisfaction with work-family balance, consistent with the resource drain perspective. Job complexity and control over work time were positively associated with satisfaction with work-family balance. Control over work time moderated the relationship such that as work hours rose, workers with low control experienced a decline in work-family balance satisfaction, while workers with high control did not. Results encourage greater research attention to work characteristics, such as job complexity and control over work time, and skills that represent resources useful to the successful integration of work and family demands.
TL;DR: Results support many of the criticisms of work-family research and suggest that scholars publishing WF research in industrial-organizational psychology and organizational behavior journals could make greater use of longitudinal and experimental research designs, gather more multisource data, and move beyond the individual level of analysis.
Abstract: A methodological review was conducted of work-family (WF) research published in industrial-organizational psychology and organizational behavior journals over a period of 24 years (1980-2003). Content analysis was conducted on 225 individual studies published in 210 articles to categorize methodological features, including the research design, sources of data used, data analysis techniques, reliability and validity of measures used, and sociodemographic characteristics of the samples. Results support many of the criticisms of WF research and suggest that scholars publishing WF research in industrial-organizational psychology and organizational behavior journals could make greater use of longitudinal and experimental research designs, gather more multisource data, and move beyond the individual level of analysis. Adopting more diverse conceptualizations of family, including a greater proportion of racial and ethnic minorities, and studying workers in occupations other than managerial or professional positions also appear warranted. Finally, methodological trends varied across specific WF content areas, which suggests that distinct methodologies might be useful to advance knowledge of specific WF topics.
TL;DR: A single factor model of OCB that is distinct from, albeit strongly related to, task performance is supported and results show that OCB consistently relates more strongly to attitudes than does task performance and shares a modest amount of variance with attitudinal correlates beyond task performance.
Abstract: The authors investigate the construct validity of the organizational citizenship behavior (OCB)-task performance distinction by providing a quantitative review of the OCB literature. The authors extend previous meta-analytic reviews of the OCB literature by (a) using confirmatory factor analysis (CFA) to investigate the dimensionality of OCB, (b) using CFA to examine the distinction between OCB and task performance, and (c) examining the relationship between a latent OCB factor and task performance and attitudinal variables. Results support a single factor model of OCB that is distinct from, albeit strongly related to, task performance. In addition, results show that OCB consistently relates more strongly to attitudes than does task performance and shares a modest amount of variance with attitudinal correlates beyond task performance.
TL;DR: Using a national sample of 534 gay, lesbian, and bisexual employees, this study examined the antecedents that affect the degree of disclosure of a gay identity at work and the factors that influence their fears about full disclosure.
Abstract: Stigma theory was used to examine the fears underlying the disclosure of a gay identity at work. Using a national sample of 534 gay, lesbian, and bisexual employees, this study examined the antecedents that affect the degree of disclosure of a gay identity at work and, for those who had not disclosed, the factors that influence their fears about full disclosure. Employees reported less fear and more disclosure when they worked in a group that was perceived as supportive and sharing their stigma. Perceptions of past experience with sexual orientation discrimination were related to increased fears but to greater disclosure. For those who had not fully disclosed their stigma, the fears associated with disclosure predicted job attitudes, psychological strain, work environment, and career outcomes. However, actual disclosure was unrelated to these variables. The utility of fear of disclosure for understanding processes underlying the disclosure of gay and other invisible stigmatized identities in the workplace is discussed.
TL;DR: Results demonstrated that moral identity and moral judgments both independently influenced moral behavior, and indicated that those who viewed themselves as moral individuals pursued the most extreme alternatives--a finding that affirms the motivational power of a moral identity.
Abstract: Recognizing limitations in classic cognitive moral development theory, several scholars have drawn from theories of identity to suggest that moral behavior results from both moral judgments and moral identity. The authors conducted 2 survey-based studies with more than 500 students and managers to test this argument. Results demonstrated that moral identity and moral judgments both independently influenced moral behavior. In addition, in situations in which social consensus regarding the moral behavior was not high, moral judgments and moral identity interacted to shape moral behavior. This interaction effect indicated that those who viewed themselves as moral individuals pursued the most extreme alternatives (e.g., never cheating, regularly cheating)--a finding that affirms the motivational power of a moral identity. The authors conclude by considering the implications of this research for both theory and practice.
TL;DR: In a study of heterogeneous decision-making groups, this paper examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity, and found that informationally diverse groups performed better when they held pro-diversity rather than pro-similarity beliefs, whereas the performance of informationally homogeneous groups was unaffected by diversity beliefs.
Abstract: Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, the authors examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity. Groups were persuaded either of the value of diversity or the value of similarity for group performance, and they were provided with either homogeneous or heterogeneous information. As expected, informationally diverse groups performed better when they held pro-diversity rather than pro-similarity beliefs, whereas the performance of informationally homogeneous groups was unaffected by diversity beliefs. This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed.
TL;DR: The results suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.
Abstract: In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.