The Journal of applied psychology
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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.
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Despite an amassing organizational justice literature, few studies have directly addressed the temporal patterning of justice judgments and the effects that changes in these perceptions have on important work outcomes. Drawing from Gestalt characteristics theory (Ariely & Carmon, 2000, 2003), we examine the concept of justice trajectories (i.e., levels and trends of individual fairness perceptions over time) and offer empirical evidence to highlight the value of considering fairness within a dynamic context. ⋯ Findings also reveal that change in procedural justice perceptions affected distal work outcomes more strongly than any other justice dimension. Implications for theory and future investigations of justice as a dynamic construct are discussed.
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The reciprocal exchange of employees' work for pay that is central to employment relationships is viewed here through the lens of the psychological contract. A psychological contract involves promised inducements, promised contributions, delivered inducements, and delivered contributions: How an employee cognitively integrates these 4 elements is a central question in psychological contract theory. Three alternative approaches for integrating the 4 elements were drawn from discrepancy theory, from equity theory, and from need theories of satisfaction, respectively. ⋯ Results showed that promised and delivered pay and work contribute uniquely to appraisal but that they vary in their influence on appraisal. These findings were consistent with the needs model principle that elements proximal to need satisfaction matter more than distal elements. That is, what is delivered (for pay and for work) matters more than what is promised, and pay matters more than work.
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Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures.
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The organizational justice literature has consistently documented substantial correlations between organizational justice and employee depression. Existing theoretical literature suggests this relationship occurs because perceptions of organizational (in)justice lead to subsequent psychological health problems. Building on recent research on the affective nature of justice perceptions, in the present research we broaden this perspective by arguing there are also theoretical arguments for a reverse effect whereby psychological health problems influence perceptions of organizational justice. ⋯ Analyses of 3 samples from different military contexts (N₁ = 625, N₂ = 134, N₃ = 550) revealed evidence of depressive symptoms leading to subsequent organizational justice perceptions. In contrast, the opposite effects of organizational justice perceptions on depressive symptoms were not significant for any of the justice dimensions. The findings have broad implications for theoretical perspectives on psychological health and organizational justice perceptions.