The Journal of applied psychology
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The importance of leading by personal example or role modeling for effective leadership has been recognized in many leadership theories. However, leaders' ability to influence group behavior through exemplary behavior has received little attention in empirical work. This study explores leading by example through theoretical development and empirical testing of a moderated mediation model of the potential effects of leader organizational citizenship behavior (OCB). ⋯ It also specifies the moderators of the direct and indirect effects of leader OCB on group OCB. Data from 683 members of 67 intact work groups, 67 group managers, and their supervisors support the hypothesized model. The theoretical and practical implications of these findings are discussed.
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Despite an amassing organizational justice literature, few studies have directly addressed the temporal patterning of justice judgments and the effects that changes in these perceptions have on important work outcomes. Drawing from Gestalt characteristics theory (Ariely & Carmon, 2000, 2003), we examine the concept of justice trajectories (i.e., levels and trends of individual fairness perceptions over time) and offer empirical evidence to highlight the value of considering fairness within a dynamic context. ⋯ Findings also reveal that change in procedural justice perceptions affected distal work outcomes more strongly than any other justice dimension. Implications for theory and future investigations of justice as a dynamic construct are discussed.
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The authors proposed and tested a model in which data were collected from managers (n = 539) at 116 corporate-owned quick service restaurants to assess the structural and psychological empowerment process as moderated by shared-felt accountability on indices of performance from a managerial perspective. The authors found that empowering leadership climate positively relates to psychological empowerment climate. In turn, psychological empowerment climate relates to performance only under conditions of high-felt accountability; it does not relate to performance under conditions of low-felt accountability. Overall, the present results indicate that the quick-service restaurant managers, who feel more empowered, operate restaurants that perform better than managers who feel less empowered, but only when those empowered managers also feel a high sense of accountability.
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The reciprocal exchange of employees' work for pay that is central to employment relationships is viewed here through the lens of the psychological contract. A psychological contract involves promised inducements, promised contributions, delivered inducements, and delivered contributions: How an employee cognitively integrates these 4 elements is a central question in psychological contract theory. Three alternative approaches for integrating the 4 elements were drawn from discrepancy theory, from equity theory, and from need theories of satisfaction, respectively. ⋯ Results showed that promised and delivered pay and work contribute uniquely to appraisal but that they vary in their influence on appraisal. These findings were consistent with the needs model principle that elements proximal to need satisfaction matter more than distal elements. That is, what is delivered (for pay and for work) matters more than what is promised, and pay matters more than work.