The Journal of applied psychology
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The HEXACO model presents a conceptualization of personality that includes the trait honesty-humility (H-H) in addition to 5 other personality traits (i.e., agreeableness, conscientiousness, emotionality, extraversion, openness) that closely approximate the ubiquitous five-factor model (FFM) of personality. A substantial literature has accumulated supporting the structure of the HEXACO model and the construct validity of the H-H trait in particular. A newer development is the appearance of H-H in the applied psychology literature. ⋯ Accordingly, the purpose of this study is to conduct a meta-analysis of the relationship between H-H and 3 major dimensions of job performance (counterproductive work behavior [CWB], organizational citizenship behavior [OCB], and task performance) and compare the incremental validity of H-H with other established individual differences predictors (general mental ability, the FFM, and integrity tests). Our results indicate that H-H correlates -.44 with CWB, .13 with OCB, and .15 with task performance (each correlation corrected for unreliability in both the independent and dependent variables). Further, H-H demonstrated incremental validity over the other individual differences predictors in the case of CWB but not OCB and task performance. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Research has documented conflicting evidence about the relationship between a leader's unpleasant affective displays and team performance. Drawing on the dual threshold model of anger, we propose a novel explanation for this paradox such that the positive relationship between leaders' unpleasant affect and team performance turns negative at high levels of intensity. ⋯ Our results show support for the prediction and suggest that the curvilinear effect of leaders' unpleasant affective displays may be explained by team members' redirection of attention and approach, which is positively associated with team members' effort at moderate levels of leader unpleasantness but leads to lower effort at high and low levels of leader unpleasantness. We discuss the theoretical contributions for scholarship on leadership, emotions as social information theory, and practical implications of the results. (PsycINFO Database Record (c) 2019 APA, all rights reserved).