The Journal of applied psychology
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By viewing behavior regularities at the individual and collective level as functionally isomorphic, a referent-shift compositional model for the Big 5 personality dimensions is developed. On the basis of this compositional model, a common measure of Big 5 personality at the individual level is applied to the collective as a whole. ⋯ On the basis of recent research at the individual level, several interactions among the various personality dimensions were hypothesized and supported. Implications are discussed.
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Through the use of affective, normative, and continuance commitment in a multivariate 2nd-order factor latent growth modeling approach, the authors observed linear negative trajectories that characterized the changes in individuals across time in both affective and normative commitment. In turn, an individual's intention to quit the organization was characterized by a positive trajectory. A significant association was also found between the change trajectories such that the steeper the decline in an individual's affective and normative commitments across time, the greater the rate of increase in that individual's intention to quit, and, further, the greater the likelihood that the person actually left the organization over the next 9 months. Findings regarding continuance commitment and its components were mixed.
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This research focused on the processes individuals use to regulate their goals across time. Two studies examined goal regulation following task performance with 6 samples of participants in a series of 8-trial task performance experiments. ⋯ Results showed that participants adjusted their goals downwardly following negative feedback and created positive goal-performance discrepancies by raising their goals following positive feedback. In each sample, affect mediated substantial proportions of the feedback-goals relationship within individuals.
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Comparative Study
Interpersonal mistreatment in the workplace: the interface and impact of general incivility and sexual harassment.
This article examined the relationships and outcomes of behaviors falling at the interface of general and sexual forms of interpersonal mistreatment in the workplace. Data were collected with surveys of two different female populations (Ns = 833 and 1,425) working within a large public-sector organization. ⋯ This behavior type (or behavior combination) effect remained significant even after controlling for behavior frequency. The findings are interpreted from perspectives on sexual aggression, social power, and multiple victimization.
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Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. ⋯ Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.