The Journal of applied psychology
-
This study examines the nature of the interaction between CEO leadership and organizational culture using 2 common metathemes (task and relationship) in leadership and culture research. Two perspectives, similarity and dissimilarity, offer competing predictions about the fit, or interaction, between leadership and culture and its predicted effect on firm performance. Predictions for the similarity perspective draw upon attribution theory and social identity theory of leadership, whereas predictions for the dissimilarity perspective are developed based upon insights from leadership contingency theories and the notion of substitutability. ⋯ Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values (i.e., they both share a task- or relationship-oriented focus). Findings also support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organization's culture. We discuss theoretical and practical implications and delineate directions for future research. (PsycINFO Database Record
-
We develop and test an integrative model explaining why victims of workplace social undermining become perpetrators of undermining. Conceptualizing social undermining as a norm-violating and a resource-depleting experience, we theorize that undermining victimization lowers interpersonal justice perceptions and depletes self-regulatory resources, and these 2 mechanisms in tandem trigger a moral disengagement process that influences subsequent undermining behaviors. We further theorize that moral identity functions as a boundary condition: high moral identity attenuates whether interpersonal injustice and resource depletion shape moral disengagement and whether moral disengagement translates to subsequent undermining. A field study of bank employees provides empirical support for the mediating mechanisms, and shows that employees who have high moral identity are less likely to respond to interpersonal injustice by morally disengaging and to translate moral disengagement to undermining. (PsycINFO Database Record