The Journal of applied psychology
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In this article, the authors further develop the theory of leader humility by exploring the affective impact, a vital boundary condition, and the antecedents of leader humility. Specifically, they (a) theorize how leader humility can enhance followers' performance by increasing their relational energy and decreasing their emotional exhaustion, (b) test perceived leader power in the organization as an important boundary condition of leader humility effectiveness, and (c) establish leader's incremental theory of the self (i.e., growth mindset) and relational identity as important enablers of leader humility. ⋯ Study 2-a multiphase field study surveying 201 leader-follower dyads embedded in 85 teams-not only replicates the results found in Study 1 with more objective, multirater employee performance, but more importantly, establishes leader incremental theory of the self (or growth mindset; Dweck, 2010) and relational identity as important antecedents of leader humility. The authors discuss theoretical and practical implications and recommend directions for future research. (PsycINFO Database Record
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In this article, we examine member trust in deviant teams. We contend that a member's trust in his or her deviant team depends on the member's own deviant actions; although all members will judge the actions of their deviant teams as rational evidence that they should not be trusted, deviant members, but not honest members, can hold on to trust in their teams because of a sense of connection to the team. ⋯ Both studies show that honest members experience a greater decline in trust as team deviance goes up. Moreover, our experiment finds that deviant members have as much trust in their deviant teams as honest members do in honest teams, but only in teams with coordinated rather than independent acts of deviance, in which deviant members engage in a variety of ongoing dynamics foundational to a sense of connection and affective-based trust. (PsycINFO Database Record
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Voice, or the expression of work-related suggestions or opinions, can help teams access and utilize members' privately held knowledge and skills and improve collective outcomes. However, recent research has suggested that sometimes, rather than encourage positive outcomes for teams, voice from members can have detrimental consequences. Extending this research, we highlight why it is important to consider voice centralization within teams, or the extent to which voice is predominantly emanating from only a few members rather than equally spread across all members. ⋯ Specifically, we propose that voice centralization is likely to have negative effects when it occurs around members who are more socially dominant or are less reflective. We find support for our arguments in a sample of 78 teams (319 team members) working on graduate student projects in a business school over a semester. Overall, through our theory and results, we showcase why it is important for future studies to examine the distribution of voice among team members. (PsycINFO Database Record
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Although narcissists often emerge as leaders, research has thus far shown inconsistent results on the relationship between leader narcissism and effectiveness in the eyes of followers. Here we draw on leader distance theory (Shamir, 1995) and implicit leader theory (Lord & Maher, 1991) to propose that followers' assessment of a narcissistic leader and followers' overall job attitudes depend on the leader's visibility to the followers. The more opportunities followers have to observe narcissistic leaders the more they will experience these leaders' toxic behavior (e.g., exploitativeness) and the less they will perceive the leader as effective. ⋯ However, when followers had more opportunity to observe their leader, the positive relationship disappeared. Finally, leader narcissism was neither positively nor negatively associated with absenteeism, whereas absenteeism declined over time under non-narcissistic leaders. These findings advance our knowledge of how followers respond to narcissistic leaders and how these leaders function in organizational settings where they have legitimate positions of power. (PsycINFO Database Record
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Reports an error in "Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective" by Chia-Huei Wu, Jun Liu, Ho Kwong Kwan and Cynthia Lee (Journal of Applied Psychology, 2016[Mar], Vol 101[3], 362-378). In the article, the authors incorrectly reported that they measured job mobility using three items from Tepper (2000) in the Measures section of Study 1. The section for job mobility should read: "We measured job mobility using two items from Tepper (2000) and one item added by the authors. ⋯ The proposed hypotheses were supported by results in Study 1, and findings were generally replicated in Study 2, where effects of other known mediators (i.e., organization-based self-esteem, job engagement, and felt obligation toward the organization) and moderators (i.e., collectivism, power distance, and future orientation) suggested by previous perspectives were controlled. Results of Study 2 provided further support of the hypothesized directional effect of workplace ostracism on citizenship behavior via organizational identification. Our studies support the identification perspective in understanding workplace ostracism and also strengthen the application of this perspective in understanding workplace aggression broadly. (PsycINFO Database Record