Psychological reports
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Psychological reports · Jun 2016
Employee Trust in Supervisors and Affective Commitment: The Moderating Role of Authentic Leadership.
Although previous research has examined the main/direct effects of subordinates' trust in their supervisors on the levels of subordinates' affective commitment towards the organizations, little attention has been paid to explore the boundary conditions of this relationship. Two studies were conducted to examine the moderating effect of authentic leadership on the relationship between subordinates' trust in supervisor and their levels of affective commitment towards the organization. ⋯ Specifically, the positive relationship was stronger for employees under higher levels of authentic leadership. The implications for theory and practice are discussed.
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Psychological reports · Dec 2015
SUPERVISORS' TRANSFORMATIONAL LEADERSHIP AND BULLYING IN THE WORKPLACE.
The study tests the relationship between supervisors' transformational, transactional, and laissez-faire leadership and perceived bullying in the workplace. Transformational and transactional leaders can create conditions that make bullying at work less frequent but laissez-faire leadership may cause conflict that can result in bullying. The participants were 288 adults (122 women, 164 men; M age = 38.9 yr., SD = 11.7; M tenure = 7.2 yr.) employed across several organizations. ⋯ Supervisor's laissez-faire leadership was positively related to Work-related bullying, perceived Person-related bullying, and perceived Physically intimidating bullying. The use of Bass's model of transformational leadership in relation with the three-factor structure of the Negative Acts Questionnaire-Revised is unique in research on leadership and bullying. The relationship between laissez-faire leadership and leadership support results from previous studies: transactional or transformational leadership is likely to provide an environment that makes bullying more rare than under a negative or passive leadership.
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Psychological reports · Jun 2015
ETHICAL LEADERSHIP AND EMPLOYEE VOICE: EMPLOYEE SELF-EFFICACY AND SELF-IMPACT AS MEDIATORS.
Previous studies have used social learning theory to explain the influence of ethical leadership. This study continues the previous research by using social learning theory to explain the mediating effect of self-efficacy on the relationship between ethical leadership and employee voice. ⋯ Ethical leadership, self-efficacy, self-impact, and employee voice were assessed using paired surveys among 59 supervisors and 295 subordinates employed at nine firms in the People's Republic of China. Using HLM and SEM analyses, the results revealed that ethical leadership was positively related to employee voice and that this relationship was partially mediated by both self-efficacy and self-impact.
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Psychological reports · Jun 2015
FACTOR ANALYSES OF THE McGILL PAIN QUESTIONNAIRE (MPQ) IN ACUTE AND CHRONIC PAIN PATIENTS.
The McGill Pain Questionnaire (MPQ) aims to measure sensory, affective, and evaluative dimensions of pain. However, the structural dimensionality of the MPQ remains somewhat uncertain. ⋯ The EFA employed a methodologically sound iterative maximum-likelihood procedure, together with direct oblimin oblique simple structure rotation. Perusal of the 3-, 4-, and 5-factor solutions suggested that the MPQ measures two separate sensory dimensions of pain, while affective and evaluative dimensions were not sharply delineated, suggesting that the MPQ structure requires some revision.
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Psychological reports · Apr 2015
Effect of hierarchy legitimacy on low status group members' attributions for ingroup and outgroup failures.
Previous research has shown that people have a tendency to explain successes and failures in ways that favor their ingroups relative to outgroups. However, there has been a dearth of research examining whether social-contextual factors such as group status and hierarchy legitimacy moderate such intergroup attributions. ⋯ When low status was considered illegitimate, ingroup failure was attributed to external causes (task difficulty, bad luck) more so than outgroup failure. Implications and directions for future research examining consequences and mediating processes are discussed.