The Journal of social psychology
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Recent work has begun to look at the impact of abusive supervision, a dysfunctional workplace behavior, on employee outcomes. This study extends this line of research by examining vicarious abusive supervision (abuse not directly experienced, but rumors about it or hearing about it, that is "experienced vicariously"). ⋯ Results reveal that both personally experienced and vicarious abuse have negative impacts and these effects are heightened when both forms of abusive supervision are present. Practical and theoretical implications, as well as directions for future research, are offered.
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We investigated how the availability of self-control resources affects risk-taking inclinations and behaviors. We proposed that risk-taking often occurs from suboptimal decision processes and heuristic information processing (e.g., when a smoker suppresses or neglects information about the health risks of smoking). Research revealed that depleted self-regulation resources are associated with reduced intellectual performance and reduced abilities to regulate spontaneous and automatic responses (e.g., control aggressive responses in the face of frustration). ⋯ In Study 3, we ruled out two alternative explanations for these results: neither cognitive load nor feelings of anger mediated the effect of ego-depletion on risk-taking. Finally, Study 4 clarified the underlying psychological process: ego-depleted participants feel more cognitively exhausted than non-depleted participants and thus are more willing to take risks. Discussion focuses on the theoretical and practical implications of these findings.
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Based on past research regarding the relationship between person-environment fit and work-family conflict (WFC), we examined the mediating effects of perceived organization/supervisor support on the relationship between person-organization/supervisor value congruence and WFC. A structural equation model was used to test three hypotheses using data collected from 637 workers in Taiwan. ⋯ Person-supervisor value congruence regarding role boundaries also increased employee perception of organizational support, mediated by perceived supervisor support. Research and managerial implications are discussed.
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The present study examined the process of shared leadership in 45 ad hoc decision-making teams. Each team member's leadership behavior (n = 180) was assessed by behaviorally coding videotapes of the teams' discussions. ⋯ Results indicated that the likelihood of a team experiencing a full range of leadership behavior increased to the extent that multiple team members shared leadership, and that teams with shared leadership experienced less conflict, greater consensus, and higher intragroup trust and cohesion than teams without shared leadership. This study supports previous findings that shared leadership contributes to overall team functioning, and begins to delineate the extent to which team members may naturally share leadership.
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This study investigates the relationship between organizational citizenship behavior (OCB) and employee intention to leave the organization and current job using a sample of French employees. A survey was sent to 1,200 alumni of a business school in France. Participation in the study was voluntary. ⋯ This paper provides several interesting findings. While no relationship was found between altruism and intention to leave both the organization and the current job, sportsmanship, civic virtue and helping others emerged as the strongest predictors of intention to leave the organization and intention to leave the current job. Results are discussed.