The Journal of applied psychology
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Meta Analysis
Validity of observer ratings of the five-factor model of personality traits: a meta-analysis.
Conclusions reached in previous research about the magnitude and nature of personality-performance linkages have been based almost exclusively on self-report measures of personality. The purpose of this study is to address this void in the literature by conducting a meta-analysis of the relationship between observer ratings of the five-factor model (FFM) personality traits and overall job performance. ⋯ Further, observer ratings of FFM traits show meaningful incremental validity over self-reports of corresponding FFM traits in predicting overall performance, but the reverse is not true. We conclude that the validity of FFM traits in predicting overall performance is higher than previously believed, and our results underscore the importance of disentangling the validity of personality traits from the method of measurement of the traits.
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We developed a model of the relationships among aggressive norms, abusive supervision, psychological distress, family undermining, and supervisor-directed deviance. We tested the model in 2 studies using multisource data: a 3-wave investigation of 184 full-time employees (Study 1) and a 2-wave investigation of 188 restaurant workers (Study 2). Results revealed that (a) abusive supervision mediated the relationship between aggressive norms and psychological distress, (b) psychological distress mediated the effects of abusive supervision on spouse undermining, (c) abusive supervision had a direct positive relationship with supervisor-directed deviance, (d) the positive relationship between psychological distress and spouse undermining was stronger for men as opposed to women, and (e) employees engaged in relationship-oriented occupations reported greater levels of abusive supervision and psychological distress. Implications for theory and practice are discussed.
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This study extends theory and research by differentiating between routine, noncreative performance and 2 distinct types of creativity: radical and incremental. We also use a sensemaking perspective to examine the interplay of social and personal factors that may influence a person's engagement in a certain level of creative action versus routine, noncreative work. Results demonstrate that willingness to take risks, resources for creativity, and career commitment are associated primarily with radical creativity; that the presence of creative coworkers and organizational identification are associated with incremental creativity; and that conformity and organizational identification are linked with routine performance. Theoretical and managerial implications are discussed.
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Integrating theories of self-regulation with team and leadership literatures, this study investigated goal and process clarity and servant leadership as 3 antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior. Our sample of 304 employees represented 71 teams in 5 banks. Results showed that team-level goal and process clarity as well as team servant leadership served as 3 antecedents of team potency and subsequent team performance and team organizational citizenship behavior. Furthermore, we found that servant leadership moderated the relationships between both goal and process clarity and team potency, such that the positive relationships between both goal and process clarity and team potency were stronger in the presence of servant leadership.
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The importance of leading by personal example or role modeling for effective leadership has been recognized in many leadership theories. However, leaders' ability to influence group behavior through exemplary behavior has received little attention in empirical work. This study explores leading by example through theoretical development and empirical testing of a moderated mediation model of the potential effects of leader organizational citizenship behavior (OCB). ⋯ It also specifies the moderators of the direct and indirect effects of leader OCB on group OCB. Data from 683 members of 67 intact work groups, 67 group managers, and their supervisors support the hypothesized model. The theoretical and practical implications of these findings are discussed.