The Journal of applied psychology
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Supervisors' perceptions of how fairly they are treated by their own supervisors can influence their subordinates' perceptions, attitudes, and behavior. We present a moderated mediation model that demonstrates how work group structure can enhance or constrain these effects. ⋯ Furthermore, consistent with the moderated mediation prediction, interactional justice climate mediates the relationship between supervisors' perceptions of interactional justice and outcomes when work group structures are more organic. We discuss the implications of the findings for research on justice and trickle-down effects.
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The present study aims to explain the processes through which family-supportive organizational perceptions (FSOP) relate to employee affective commitment. We suggest multiple mechanisms through which this relationship transpires-(a) the focal employee's experience of work-to-family conflict and enrichment and (b) the attitudes of the employee's spouse/partner. Hypotheses are tested with data from 408 couples. ⋯ Partner commitment was positively and reciprocally related to employee affective commitment. These relationships partially mediated the FSOP-employee affective commitment relationship and varied as a function of parental status and single- versus dual-earner couple status but not as a function of employee gender. Theoretical and practical implications are discussed.
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We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership.
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Previous research has clearly shown that work stressors are positively related to counterproductive work behavior (CWB). Most of these studies, however, used cross-sectional designs, which limits insight into the direction of effects. Nevertheless, it has been assumed that work stressors have a causal effect on CWB, but the role of CWB as an antecedent of work stressors has been neglected. ⋯ The results supported the possibility of a reciprocal relationship. Organizational constraints (but not experienced incivility) predicted subsequent CWB, and CWB predicted subsequent organizational constraints and experienced incivility. Because reciprocal effects point to a vicious cycle with detrimental effects of CWB to both actors and targets, the findings are not only of theoretical but also of practical importance.
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Randomized Controlled Trial
Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction.
Mindfulness describes a state of consciousness in which individuals attend to ongoing events and experiences in a receptive and non-judgmental way. The present research investigated the idea that mindfulness reduces emotional exhaustion and improves job satisfaction. The authors further suggest that these associations are mediated by the emotion regulation strategy of surface acting. ⋯ Results revealed that participants in the mindfulness intervention group experienced significantly less emotional exhaustion and more job satisfaction than participants in the control group. The causal effect of mindfulness self-training on emotional exhaustion was mediated by surface acting. Implications for using mindfulness and mindfulness training interventions in organizational research and practice are discussed in conclusion.