The Journal of applied psychology
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Randomized Controlled Trial
Supervisor support training effects on veteran health and work outcomes in the civilian workplace.
This randomized controlled trial involved the development and evaluation of a supervisor support training intervention in the civilian workforce called VSST: Veteran-Supportive Supervisor Training. A theoretically based intervention in the workplace is critical to ensuring a smooth transition for service members and their families to civilian life, leading to improved psychological and physical health and improved work outcomes among service members. Thirty-five organizations were recruited and randomized to the VSST training program or a waitlist control group. ⋯ The results did not show evidence of direct effects of the intervention on health and work outcomes. Qualitative data from supervisors who took the training also demonstrated the benefits of the training. This study affirms and adds to the literature on the positive effects of organizational programs that train supervisors to provide social support, thereby improving health and work outcomes of employees who receive more support. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
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This study utilizes social-cognitive theory, humble leadership theory, and the behavioral ethics literature to theoretically develop the concept of leader moral humility and its effects on followers. Specifically, we propose a theoretical model wherein leader moral humility and follower implicit theories about morality interact to predict follower moral efficacy, which in turn increases follower prosocial behavior and decreases follower unethical behavior. ⋯ We test and find support for our theoretical model using two multiwave studies with Eastern (Study 1) and Western (Study 2) samples. Furthermore, we demonstrate that leader moral humility predicts follower moral efficacy and moral behaviors above and beyond the effects of ethical leadership and leader general humility. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
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Studies show that abusive leader behaviors "trickle down" to lower organizational levels, but this research ignores that many abused supervisors do not perpetuate abuse by harming their own subordinates. Drawing on social-cognitive theory and related research, we suggest abused supervisors might defy rather than emulate their managers' abusive behavior. ⋯ Across 2 experiments (n = 288 and 462 working adults, respectively) and a field study (n = 500 employees and their supervisors), we show that relations between manager abuse and supervisors' abusive and ethical behaviors were carried by supervisors' disidentification, and that the direct and indirect effects of manager abuse were stronger for supervisors with comparatively higher moral identity levels. We discuss our findings' implications and avenues for future research. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
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Extending an extant dynamic componential perspective, we propose an integrative model of how and why workplace ostracism exhibited by supervisors relates to employees' creativity through pragmatic (task resources) and engagement (creative process engagement) effects. Specifically, we predict that workplace ostracism negatively relates to creativity through reduced task resources and creative process engagement. ⋯ Three-wave, supervisor-subordinate, dyadic data from a bank in China support these hypotheses. We discuss the implications of these results for both research and practice. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
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Departing from past research on managers' responses to employee voice, we propose and examine a nonlinear linkage between promotive/prohibitive voice and managers' evaluations of voicers (i.e., manager-rated voicers' promotability and overall performance). Drawing from social persuasion theory, we theorize that managers tend to give more positive evaluations to employees who engage in a moderate frequency of promotive/prohibitive voice than those who either rarely speak up or speak up very frequently. ⋯ In Study 3, using another U. S. sample, from a financial services firm, we found that manager-perceived voice constructiveness mediated the curvilinear interactive effect of prohibitive voice (rather than promotive voice) and LMX on managers' evaluations of employees' overall performance. (PsycINFO Database Record (c) 2018 APA, all rights reserved).