The Journal of applied psychology
-
By integrating the fundamental principles of the theory of purposeful work behavior (TPWB; Barrick, Mount, & Li, 2013) with cognitive-affective personality system (CAPS) theory (Mischel, 1977; Mischel & Shoda, 1995), we examine how and when salespeople's job-relevant personality traits relate to their performance. We argue that individuals with personality traits that fit outdoor sales jobs (i.e., conscientious, extraversion, openness to experience) will perceive their work as more meaningful and as a result achieve heightened performance. ⋯ Specifically, the conditional indirect effects of conscientiousness or openness on performance through perceived meaningfulness are more positive under low, rather than high, levels of transformational leadership. Implications for research and practice are discussed along with study limitations and future research directions. (PsycINFO Database Record
-
In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship. ⋯ In addition, leader humility was negatively related to team psychological safety in teams with a high power distance value, whereas the relationship was positive yet nonsignificant in teams with low power distance. Furthermore, team information sharing and psychological safety were both significantly related to team creativity. We discuss theoretical and practical implications for leadership and work teams. (PsycINFO Database Record
-
Workplace deviance harms the well-being of an organization and its members. Unfortunately, theory and prior research suggest that deviance is associated with job stressors, which are endemic to work organizations and often cannot be easily eliminated. To address this conundrum, we explore actions individuals can take at work that serve as buffering conditions for the positive relationship between job stressors and deviant behavior. ⋯ Taking time for relaxation at work did not show a moderating role in either study. Therefore, although relaxation is a response that individuals might be inclined to turn to for counteracting work stress, our findings suggest that, when it comes to addressing negative emotions and deviance in stressful work environments, building positive resources by learning something new at work could be more useful. In that way, doing more (i.e., learning, and not relaxing) is associated with less (deviance) in the face of job stressors. (PsycINFO Database Record
-
Organizations often operate in complex and dynamic environments which place a premium on employees' ongoing learning and acquisition of new competencies. Additionally, the majority of learning in organizations does not take place in formal training settings, but we know relatively little about how informal field-based learning (IFBL) behaviors relate to changes in job performance. In this study, we first clarified the construct of IFBL as a subset of informal learning. ⋯ Interestingly, staffing levels had a weakening moderating effect on the positive IFBL-performance improvements relationship. Detailed follow-up analyses revealed that the peculiar effect was attributable to differential relationships from IFBL subdimensions. Implications for future theory building, research, and practice are discussed. (PsycINFO Database Record
-
Voice is an important way that members contribute to effective team functioning. And yet, the existing literature provides divergent guidance as to how leaders can promote member voice in action teams-a dynamic team context where eliciting voice may be difficult, due to different task demands encountered in the preparation and action phases of task performance, among members who may have little history of working together. Drawing on the employee voice and team leadership literatures, we focus on three leader behaviors-directing, coaching, and supporting-and employ a functional leadership perspective to assess whether certain leader behaviors enhance voice in one phase of the performance episode versus the other. ⋯ Coaching also facilitated voice in both phases, especially in the action phase for more familiar teams. Surprisingly, supporting did not enhance voice in either phase, and in fact exhibited negative effects on voice in the preparation phase of more familiar teams. Theoretical and practical implications around how leaders can elicit voice in action teams are discussed. (PsycINFO Database Record