The Journal of applied psychology
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[Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-001). The last name of the second author was misspelled in the Online First version of the article. ⋯ Results from survey data from followers and leaders working for a large health insurance organization showed that the interaction of leader narcissism and leader humility is associated with perceptions of leader effectiveness, follower job engagement, and subjective and objective follower job performance. Together, these results suggest that narcissistic leaders can have positive effects on followers when their narcissism is tempered by humility.
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Drawing from moral exclusion theory, this article examines outcome dependence and interpersonal liking as key boundary conditions for the linkage between perceived subordinate performance and abusive supervision. Moreover, it investigates the role of abusive supervision for subordinates' subsequent, objective work performance. ⋯ Furthermore, Study 2 demonstrated (a) a negative association between abusive supervision and subordinates' subsequent objective performance and (b) a conditional indirect effect of perceived performance on subsequent objective performance, through abusive supervision, contingent on the degree of outcome dependence, although these relationships did not reach conventional significance levels when controlling for prior objective performance. All in all, the findings highlight the role of instrumentality considerations in relation to abusive supervision and promote new knowledge on both origins and consequences of such supervisory behavior.
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This research examines 3rd parties' reactions to the abusive supervision of a coworker. Reactions were theorized to depend on 3rd parties' beliefs about the targeted coworker and, specifically, whether the target of abuse was considered deserving of mistreatment. We predicted that 3rd parties would experience anger when targets of abuse were considered undeserving of mistreatment; angered 3rd parties would then be motivated to harm the abusive supervisor and support the targeted coworker. ⋯ Additionally, we predicted that 3rd parties' moral identity would moderate the effects of 3rd parties' experienced emotions on their behavioral reactions, such that a strong moral identity would strengthen ethical behavior (i.e., coworker support) and weaken harmful behavior (i.e., supervisor-directed deviance, coworker exclusion). Moderated mediation results supported the predictions. Implications for theory and practice are discussed.
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Although mentoring has documented relationships with employee attitudes and outcomes of interest to organizations, neither the causal direction nor boundary conditions of the relationship between mentoring and organizational citizenship behaviors (OCBs) has been fully explored. On the basis of Social Learning Theory (SLT; Bandura, 1977, 1986), we predicted that mentoring received by supervisors would causally precede OCBs, rather than employee OCBs resulting in the receipt of more mentoring from supervisors. ⋯ By contrast, no moderating effects were found for perceived organizational support. The results are discussed in terms of theoretical implications for mentoring and OCB research, as well as practical suggestions for enhancing employee citizenship behaviors.
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Prior research indicates that employees engage in organizational citizenship behaviors (OCBs) because of prosocial values, organizational concern, and impression management motives. Building upon and extending prior research, we investigate all 3 OCB motives by developing a categorization scheme to differentiate their distinctiveness and by building a contextualized argument regarding their interactive effects on OCB in a more collectivistic culture. ⋯ However, in contrast to prior research (Grant & Mayer, 2009), the relationship between prosocial values motives and OCBs directed at individuals was weakened by impression management motives. A 3-way interaction between all 3 motives further suggests that, in Asian cultures, impression management motives may undermine the positive effects of prosocial values and organizational concern motives on OCBs directed at individuals but not OCBs directed at the organization.