The Journal of applied psychology
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We examined the effects of fit between leader consideration and initiating structure needed and received on employees' work-related attitudes (i.e., trust in the supervisor, job satisfaction, and affective commitment to the organization). Consistent with predictions that derive from the person-environment fit research tradition, results from Study 1 suggested that deficient amounts of both leadership behaviors were associated with unfavorable attitudinal outcomes. ⋯ Results from Study 2 suggested that attitudes generated by the fit between leadership needed and received influence employees' organizational citizenship behavior as reported by their supervisors. The relationship between consideration needed and received and subordinates' organizational citizenship behavior relating to individuals (OCBI) and organizational citizenship behavior relating to the organization itself (OCBO) was partially mediated by employees' trust in the supervisor, while the relationship between initiating structure needed and received and OCBI was fully mediated by trust in the supervisor, and for OCBO was partially mediated.
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The authors use Schwartz's values theory as an integrative framework for testing the relationship between individual values and peer-reported organizational citizenship behavior (OCB) in teams, controlling for sex, satisfaction, and personality traits. Using hierarchical linear modeling in a sample of 582 students distributed across 135 class project teams, the authors find positive, direct effects for achievement on citizenship behaviors directed toward individuals (OCB-I), for benevolence on citizenship behaviors directed toward the group (OCB-O), and for self-direction on both OCB-I and OCB-O. Applying relational demography techniques to test for contextual effects, the authors find that group mean power scores negatively moderate the relationship between individual power and OCB-I, whereas group mean self-direction scores positively moderate the relationship between self-direction and both OCB-I and OCB-O.
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This article uses meta-analytic methods (k = 38) to examine the relationship between organizational justice climate and unit-level effectiveness. Overall, our results suggest that the relationship between justice and effectiveness is significant (ρ = .40) when both constructs are construed at the collective level. ⋯ We also show that a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified. We elaborate on these findings and attempt to provide a clearer direction for future research in this area.
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Team mental models (TMMs) have received much attention as important drivers of effective team processes and performance. Less is known about the factors that give rise to these shared cognitive structures. We examined potential antecedents of TMMs, with a specific focus on team composition variables, including various facets of personality and surface-level diversity. ⋯ TMM similarity was also positively predictive of implicit coordination, which mediated the relationship between TMM similarity and team performance. Post hoc analyses revealed a significant interaction between the trust facet of agreeableness and racial diversity in predicting TMM similarity. Results are discussed in terms of facilitating the emergence of TMMs and corresponding implications for team-related human resource practices.
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Review Meta Analysis
Do other-reports of counterproductive work behavior provide an incremental contribution over self-reports? A meta-analytic comparison.
Much of the recent research on counterproductive work behaviors (CWBs) has used multi-item self-report measures of CWB. Because of concerns over self-report measurement, there have been recent calls to collect ratings of employees' CWB from their supervisors or coworkers (i.e., other-raters) as alternatives or supplements to self-ratings. However, little is still known about the degree to which other-ratings of CWB capture unique and valid incremental variance beyond self-report CWB. ⋯ Third, self-raters reported engaging in more CWB than other-raters reported them engaging in, suggesting other-ratings capture a narrower subset of CWBs. Fourth, other-report CWB generally accounted for little incremental variance in the common correlates beyond self-report CWB. Although many have viewed self-reports of CWB with skepticism, the results of this meta-analysis support their use in most CWB research as a viable alternative to other-reports.