Journal of Managerial PsychologyTable of Contents for Journal of Managerial Psychology. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0268-3946/vol/39/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJournal of Managerial PsychologyEmerald Publishing LimitedJournal of Managerial PsychologyJournal of Managerial Psychologyhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/152b9af76a9e7dd95d9da277b69fdd95/urn:emeraldgroup.com:asset:id:binary:jmp.cover.jpghttps://www.emerald.com/insight/publication/issn/0268-3946/vol/39/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestRole ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentificationhttps://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0040/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines why and when nurses' role ambiguity leads to their work alienation during the COVID-19 pandemic. Survey data were collected from 335 hospital nurses in Ma’anshan, China. The data were analyzed using hierarchical regression and bootstrapping. Occupational disidentification mediated the relationship between role ambiguity and work alienation. This mediating effect was not significant when nurses possessed a high level of perceived climate of prioritizing COVID-19 infection prevention (PCIP). To reduce nurses' work alienation in a pandemic situation, the hospital management team should pay attention to and try to minimize the nurses' role ambiguity and occupational disidentification. When doing so, the management team will find it particularly helpful if they can make nurses perceive a strong climate of PCIP. This study contributes to the existing knowledge of role ambiguity and work alienation by highlighting occupational disidentification as a mediator after controlling for organizational identification in the context of COVID-19. It further demonstrates when the mediating role of occupational disidentification is likely to be strong or weak by studying the moderating effect of perceived climate of PCIP.Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification
Huihui Tang, Yan Liu, Raymond Loi, Cheris W. C. Chow, Ning Jiang
Journal of Managerial Psychology, Vol. 39, No. 2, pp.117-130

This study examines why and when nurses' role ambiguity leads to their work alienation during the COVID-19 pandemic.

Survey data were collected from 335 hospital nurses in Ma’anshan, China. The data were analyzed using hierarchical regression and bootstrapping.

Occupational disidentification mediated the relationship between role ambiguity and work alienation. This mediating effect was not significant when nurses possessed a high level of perceived climate of prioritizing COVID-19 infection prevention (PCIP).

To reduce nurses' work alienation in a pandemic situation, the hospital management team should pay attention to and try to minimize the nurses' role ambiguity and occupational disidentification. When doing so, the management team will find it particularly helpful if they can make nurses perceive a strong climate of PCIP.

This study contributes to the existing knowledge of role ambiguity and work alienation by highlighting occupational disidentification as a mediator after controlling for organizational identification in the context of COVID-19. It further demonstrates when the mediating role of occupational disidentification is likely to be strong or weak by studying the moderating effect of perceived climate of PCIP.

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Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification10.1108/JMP-01-2023-0040Journal of Managerial Psychology2024-01-02© 2023 Emerald Publishing LimitedHuihui TangYan LiuRaymond LoiCheris W. C. ChowNing JiangJournal of Managerial Psychology3922024-01-0210.1108/JMP-01-2023-0040https://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0040/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managershttps://www.emerald.com/insight/content/doi/10.1108/JMP-06-2023-0310/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on authentic leadership (AL) theory and research on lesbian, gay, bisexual and transgender (LGBT) workplace experiences, this study proposes that AL explains variance beyond transformational leadership (TL) in attitudinal outcomes for LGBT managers compared to non-LGBT managers. It is further predicted that core self-evaluations (CSEs) bound relationships between AL, LGBT status and outcomes. A time-lagged survey of 193 LGBT and 218 non-LGBT (i.e. heterosexual and cisgender) managers was conducted. The first survey assessed respondents' evaluations of their leadership behavior and CSEs whereas the second survey, conducted one month later, assessed role engagement and career satisfaction. Regression and moderation analyses revealed support for the hypotheses. AL seems especially relevant for LGBT leaders, particularly at low levels of CSEs. Leadership development programmes emphasizing AL could be particularly beneficial for LGBT managers, especially those low in CSEs. Harnessing a leader’s sense of identity could help those who have been marginalized. The current study proposes, explains and demonstrates that relationships between AL and leader outcomes will likely be different between managers with and without stigmatized identities, in this case those who are (not) LGBT.Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managers
Luke Fletcher, Shaun Pichler, Lakshmi Chandrasekaran
Journal of Managerial Psychology, Vol. 39, No. 2, pp.131-145

Based on authentic leadership (AL) theory and research on lesbian, gay, bisexual and transgender (LGBT) workplace experiences, this study proposes that AL explains variance beyond transformational leadership (TL) in attitudinal outcomes for LGBT managers compared to non-LGBT managers. It is further predicted that core self-evaluations (CSEs) bound relationships between AL, LGBT status and outcomes.

A time-lagged survey of 193 LGBT and 218 non-LGBT (i.e. heterosexual and cisgender) managers was conducted. The first survey assessed respondents' evaluations of their leadership behavior and CSEs whereas the second survey, conducted one month later, assessed role engagement and career satisfaction.

Regression and moderation analyses revealed support for the hypotheses. AL seems especially relevant for LGBT leaders, particularly at low levels of CSEs.

Leadership development programmes emphasizing AL could be particularly beneficial for LGBT managers, especially those low in CSEs. Harnessing a leader’s sense of identity could help those who have been marginalized.

The current study proposes, explains and demonstrates that relationships between AL and leader outcomes will likely be different between managers with and without stigmatized identities, in this case those who are (not) LGBT.

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Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managers10.1108/JMP-06-2023-0310Journal of Managerial Psychology2024-01-30© 2024 Emerald Publishing LimitedLuke FletcherShaun PichlerLakshmi ChandrasekaranJournal of Managerial Psychology3922024-01-3010.1108/JMP-06-2023-0310https://www.emerald.com/insight/content/doi/10.1108/JMP-06-2023-0310/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theoryhttps://www.emerald.com/insight/content/doi/10.1108/JMP-04-2023-0218/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work. This research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism. Performance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence. Under the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management. This research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theory
Qi He, Jingtao Fu, Wenhao Wu, Siqi Feng
Journal of Managerial Psychology, Vol. 39, No. 2, pp.146-161

Based on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work.

This research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism.

Performance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence.

Under the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management.

This research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.

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“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theory10.1108/JMP-04-2023-0218Journal of Managerial Psychology2024-02-02© 2024 Emerald Publishing LimitedQi HeJingtao FuWenhao WuSiqi FengJournal of Managerial Psychology3922024-02-0210.1108/JMP-04-2023-0218https://www.emerald.com/insight/content/doi/10.1108/JMP-04-2023-0218/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Why do employees craft their jobs: a qualitative analysis of job crafting motives from actor and observer perspectiveshttps://www.emerald.com/insight/content/doi/10.1108/JMP-05-2023-0279/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite its flourishing development since first proposed, job crafting literature has provided limited insights into why people craft their jobs. This study theoretically develops a two-dimensional integrative framework for the motives of job crafting, including orientation (self-oriented vs work-oriented vs other-oriented) and self-determination (autonomous vs introjected vs external) dimensions. We further investigate the specific motives of job crafting from actor and observer perspectives. We conducted two critical-incident recall surveys among 120 and 100 employees from varied sectors and organizations, who responded from the actor and observer perspective respectively. 395 and 299 valid open-ended responses were then collected and coded following the steps for content analysis. Drawing from the proposed two-dimensional theoretical framework, we identified 16 specific job crafting motives from actor and observer perspectives. Our findings remind managers to pay attention to employees' motives of job crafting and take appropriate managerial actions according to their varied motives. By incorporating job crafting from the motivation literature and identifying diversified motives that drive employees to engage in job crafting, this qualitative study contributes to both the job crafting literature and the broader application of self-determination theory in the field of organizational behavior.Why do employees craft their jobs: a qualitative analysis of job crafting motives from actor and observer perspectives
Xinyue Lin, Liang Meng
Journal of Managerial Psychology, Vol. 39, No. 2, pp.162-184

Despite its flourishing development since first proposed, job crafting literature has provided limited insights into why people craft their jobs. This study theoretically develops a two-dimensional integrative framework for the motives of job crafting, including orientation (self-oriented vs work-oriented vs other-oriented) and self-determination (autonomous vs introjected vs external) dimensions. We further investigate the specific motives of job crafting from actor and observer perspectives.

We conducted two critical-incident recall surveys among 120 and 100 employees from varied sectors and organizations, who responded from the actor and observer perspective respectively. 395 and 299 valid open-ended responses were then collected and coded following the steps for content analysis.

Drawing from the proposed two-dimensional theoretical framework, we identified 16 specific job crafting motives from actor and observer perspectives.

Our findings remind managers to pay attention to employees' motives of job crafting and take appropriate managerial actions according to their varied motives.

By incorporating job crafting from the motivation literature and identifying diversified motives that drive employees to engage in job crafting, this qualitative study contributes to both the job crafting literature and the broader application of self-determination theory in the field of organizational behavior.

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Why do employees craft their jobs: a qualitative analysis of job crafting motives from actor and observer perspectives10.1108/JMP-05-2023-0279Journal of Managerial Psychology2024-02-19© 2024 Emerald Publishing LimitedXinyue LinLiang MengJournal of Managerial Psychology3922024-02-1910.1108/JMP-05-2023-0279https://www.emerald.com/insight/content/doi/10.1108/JMP-05-2023-0279/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Psychologically gaining through losing: a metaphor analysishttps://www.emerald.com/insight/content/doi/10.1108/JMP-12-2022-0629/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper conceptualises how managers psychologically experience and respond to crises via metaphor analysis. This paper uses a discourse dynamics approach to metaphor analysis. Conceptual metaphors were analysed and developed into concept maps through 37 semi-structured interviews with senior managers from different portfolios within 16 public universities in South Africa after #FeesMustFall protests. Five domains emerged, including (1) looming crisis, (2) crisis onset, (3) crisis triage and containment, (4) (not) taking action and (5) post-crisis reflection. These domains shape a framework for the crisis adaptation cycle. This study suggests that organisations should pay more attention to understanding emotions in crises and can use the adaptation model to develop their managers. It shows how metaphors can help explain affective and cognitive experiences and how emotions shift and evolve during a crisis. Managers should be aware of early signs of the crisis and its potential impact on their business operation in the looming and recognition stages, analyse the situation and work collectively on possible actions to minimise losses and maximise gains. This is a rare investigation into the emotions of senior managers in the public sector in a social movement and national crisis via unconventional research methods to advance cognitive appraisal theory in crisis management.Psychologically gaining through losing: a metaphor analysis
Linda Du Plessis, Hong T.M. Bui
Journal of Managerial Psychology, Vol. 39, No. 2, pp.185-201

This paper conceptualises how managers psychologically experience and respond to crises via metaphor analysis.

This paper uses a discourse dynamics approach to metaphor analysis. Conceptual metaphors were analysed and developed into concept maps through 37 semi-structured interviews with senior managers from different portfolios within 16 public universities in South Africa after #FeesMustFall protests.

Five domains emerged, including (1) looming crisis, (2) crisis onset, (3) crisis triage and containment, (4) (not) taking action and (5) post-crisis reflection. These domains shape a framework for the crisis adaptation cycle.

This study suggests that organisations should pay more attention to understanding emotions in crises and can use the adaptation model to develop their managers. It shows how metaphors can help explain affective and cognitive experiences and how emotions shift and evolve during a crisis. Managers should be aware of early signs of the crisis and its potential impact on their business operation in the looming and recognition stages, analyse the situation and work collectively on possible actions to minimise losses and maximise gains.

This is a rare investigation into the emotions of senior managers in the public sector in a social movement and national crisis via unconventional research methods to advance cognitive appraisal theory in crisis management.

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Psychologically gaining through losing: a metaphor analysis10.1108/JMP-12-2022-0629Journal of Managerial Psychology2024-02-15© 2024 Linda Du Plessis and Hong T.M. BuiLinda Du PlessisHong T.M. BuiJournal of Managerial Psychology3922024-02-1510.1108/JMP-12-2022-0629https://www.emerald.com/insight/content/doi/10.1108/JMP-12-2022-0629/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Linda Du Plessis and Hong T.M. Buihttp://creativecommons.org/licences/by/4.0/legalcode
How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focushttps://www.emerald.com/insight/content/doi/10.1108/JMP-08-2023-0430/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers’ promotion and prevention focus on how much information they wish to review to help them choose. I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively. The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously. This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers’ choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus
Melvyn R.W. Hamstra
Journal of Managerial Psychology, Vol. 39, No. 2, pp.202-214

This research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers’ promotion and prevention focus on how much information they wish to review to help them choose.

I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively.

The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously.

This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers’ choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.

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How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus10.1108/JMP-08-2023-0430Journal of Managerial Psychology2024-02-20© 2024 Emerald Publishing LimitedMelvyn R.W. HamstraJournal of Managerial Psychology3922024-02-2010.1108/JMP-08-2023-0430https://www.emerald.com/insight/content/doi/10.1108/JMP-08-2023-0430/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadershiphttps://www.emerald.com/insight/content/doi/10.1108/JMP-03-2023-0147/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the effectiveness of organizations’ response to the COVID-19 pandemic crisis. In this paper data were collected over two time periods. At time 1, mid-October 2021, 650 participants responded to questions on their CEO’s leadership traits and self-leadership. At time 2, (3-week lag) 275 matched individual responses provided followers’ evaluations of the effectiveness of the organization’s COVID-19 response and follower self-leadership. CEO dark triad traits had direct and indirect negative effects on followers’ evaluations of the organization’s COVID-19 response (through COVID-19 anxiety). Follower self-leadership mitigated the negative effects. By examining the moderating role of self-leadership, we can offer organizations evidence-based strategies to mitigate some harmful effects of leaders exhibiting dark triad traits. Given that organizations are still dealing with the ongoing ramifications of COVID-19 and planning for future crises, our findings emphasize the negative effects of dark traits on COVID-19 anxiety, and in turn, on follower’s evaluation of effective organization response to a crisis, highlighting the importance of top-level leader selection. Our results bolster Manz’s (1986) argument that self-leadership might be key to achieving peak performance in organizations and important for follower well-being. This study of dark traits is especially important in a crisis context to understand how leaders affect followers’ perceptions about organizational outcomes and factors that might mediate or moderate the negative impact. Despite interest in understanding leadership during a crisis, the majority of research is focused on positive traits of leaders (Palmer et al., 2020).CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership
Ethlyn A. Williams, Kate M. McCombs, Rajnandini Pillai, Kevin B. Lowe
Journal of Managerial Psychology, Vol. 39, No. 2, pp.215-228

This research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the effectiveness of organizations’ response to the COVID-19 pandemic crisis.

In this paper data were collected over two time periods. At time 1, mid-October 2021, 650 participants responded to questions on their CEO’s leadership traits and self-leadership. At time 2, (3-week lag) 275 matched individual responses provided followers’ evaluations of the effectiveness of the organization’s COVID-19 response and follower self-leadership.

CEO dark triad traits had direct and indirect negative effects on followers’ evaluations of the organization’s COVID-19 response (through COVID-19 anxiety). Follower self-leadership mitigated the negative effects.

By examining the moderating role of self-leadership, we can offer organizations evidence-based strategies to mitigate some harmful effects of leaders exhibiting dark triad traits.

Given that organizations are still dealing with the ongoing ramifications of COVID-19 and planning for future crises, our findings emphasize the negative effects of dark traits on COVID-19 anxiety, and in turn, on follower’s evaluation of effective organization response to a crisis, highlighting the importance of top-level leader selection.

Our results bolster Manz’s (1986) argument that self-leadership might be key to achieving peak performance in organizations and important for follower well-being.

This study of dark traits is especially important in a crisis context to understand how leaders affect followers’ perceptions about organizational outcomes and factors that might mediate or moderate the negative impact. Despite interest in understanding leadership during a crisis, the majority of research is focused on positive traits of leaders (Palmer et al., 2020).

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CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership10.1108/JMP-03-2023-0147Journal of Managerial Psychology2024-02-22© 2024 Emerald Publishing LimitedEthlyn A. WilliamsKate M. McCombsRajnandini PillaiKevin B. LoweJournal of Managerial Psychology3922024-02-2210.1108/JMP-03-2023-0147https://www.emerald.com/insight/content/doi/10.1108/JMP-03-2023-0147/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
One-to-one coaching and coachee personality trait changehttps://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0044/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestA specific area of interest in the coaching literature is focused on exploring the intersection of personality and coaching; however, research has yet to explore whether coaching exerts reciprocal effects on personality traits (i.e. if personality trait change can accompany coaching). Utilizing the explanatory theoretical framing of the Demands-Affordances TrAnsactional framework (Woods et al., 2019), we propose that coaching may indirectly facilitate personality trait change by firstly enabling the coachee to reflect on their behaviors, second, implement desired behavioral changes which consequently facilitate personality trait change. A quasi-experiment was conducted to explore coaching and personality trait change. Students participating in a demanding, work-based team simulation (N = 258), were assigned to either an intervention group (and received one-to-one coaching) or a control group (who received no intervention). Personality traits were measured before and after coaching and positioned as the dependent variable. Results indicate that participants in the coaching group exhibited significant changes in self-reported agreeableness, conscientiousness, extraversion and core self-evaluations, which all significantly decreased after coaching; however, no change was observed for the control group. We provide the first exploration of coaching and personality trait change, contributing to both the coaching literature, by providing evidence regarding the efficacy of coaching to facilitate personality trait change in coachees, and the personality literature, by highlighting coaching as an important tool for those interested in personality trait change. Our research also has implications for other interventions such as mentoring, as we provide support for the notion that interventions can support personality trait change.One-to-one coaching and coachee personality trait change
Rebecca J. Jones, Stephen A. Woods
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

A specific area of interest in the coaching literature is focused on exploring the intersection of personality and coaching; however, research has yet to explore whether coaching exerts reciprocal effects on personality traits (i.e. if personality trait change can accompany coaching). Utilizing the explanatory theoretical framing of the Demands-Affordances TrAnsactional framework (Woods et al., 2019), we propose that coaching may indirectly facilitate personality trait change by firstly enabling the coachee to reflect on their behaviors, second, implement desired behavioral changes which consequently facilitate personality trait change.

A quasi-experiment was conducted to explore coaching and personality trait change. Students participating in a demanding, work-based team simulation (N = 258), were assigned to either an intervention group (and received one-to-one coaching) or a control group (who received no intervention). Personality traits were measured before and after coaching and positioned as the dependent variable.

Results indicate that participants in the coaching group exhibited significant changes in self-reported agreeableness, conscientiousness, extraversion and core self-evaluations, which all significantly decreased after coaching; however, no change was observed for the control group.

We provide the first exploration of coaching and personality trait change, contributing to both the coaching literature, by providing evidence regarding the efficacy of coaching to facilitate personality trait change in coachees, and the personality literature, by highlighting coaching as an important tool for those interested in personality trait change. Our research also has implications for other interventions such as mentoring, as we provide support for the notion that interventions can support personality trait change.

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One-to-one coaching and coachee personality trait change10.1108/JMP-01-2023-0044Journal of Managerial Psychology2024-02-05© 2024 Emerald Publishing LimitedRebecca J. JonesStephen A. WoodsJournal of Managerial Psychologyahead-of-printahead-of-print2024-02-0510.1108/JMP-01-2023-0044https://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0044/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace couragehttps://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMentor secure-base support, characterized as mentor availability, noninterference and encouragement of growth, has important implications for newcomer socialization. Drawing on attachment theory, this paper aims to examine the relationship between mentor secure-base support and newcomers' workplace courage. Data were collected at three time points with a new police officer sample (n = 124). A cross-lagged panel design was used to test the hypotheses. Mentor secure-base support is causally precedent to newcomers' workplace courage, whereas the reverse relationship from workplace courage to mentor secure-base support was not held. To help newcomers integrate into their organization and enhance their workplace courage, organizations should actively promote and foster mentoring relationships in which mentors can provide a secure base for mentees. The authors' findings support that newcomers' workplace courage can be cultivated by mentor secure-base support. It provides insight for organizations to explore workplace courage development for newcomers.Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage
Yuge Dong, Yujie Yang, Lu Zheng, Lirong Long
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Mentor secure-base support, characterized as mentor availability, noninterference and encouragement of growth, has important implications for newcomer socialization. Drawing on attachment theory, this paper aims to examine the relationship between mentor secure-base support and newcomers' workplace courage.

Data were collected at three time points with a new police officer sample (n = 124). A cross-lagged panel design was used to test the hypotheses.

Mentor secure-base support is causally precedent to newcomers' workplace courage, whereas the reverse relationship from workplace courage to mentor secure-base support was not held.

To help newcomers integrate into their organization and enhance their workplace courage, organizations should actively promote and foster mentoring relationships in which mentors can provide a secure base for mentees.

The authors' findings support that newcomers' workplace courage can be cultivated by mentor secure-base support. It provides insight for organizations to explore workplace courage development for newcomers.

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Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage10.1108/JMP-01-2023-0052Journal of Managerial Psychology2023-09-07© 2023 Emerald Publishing LimitedYuge DongYujie YangLu ZhengLirong LongJournal of Managerial Psychologyahead-of-printahead-of-print2023-09-0710.1108/JMP-01-2023-0052https://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Resolving the double-edged sword of mentoring: the role of generativityhttps://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0067/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper utilizes generativity to explore the relationship between mentoring support and organizational identification, turnover intention and reciprocated mentoring in protégés. The paper used a cross-sectional design with surveys administered to 351 working adults in the USA to test the hypotheses on the relationship between mentoring and turnover intention through organizational identification with first-stage moderation of generativity. Employees who were high in generativity, mentoring support was positively associated with organizational identification and negatively associated with turnover intentions. Generativity was also positively related to reciprocated mentoring through the choice to mentor others, the number of mentees and the mentoring support provided. The authors' results suggest organizations receive the greatest benefits when providing mentoring support to generative employees. This study applies generativity to the context of mentoring by exploring the impact of mentoring support on identification with the organization, turnover intentions and willingness to mentor others by comparing the conditional effects of high generativity versus low generativity.Resolving the double-edged sword of mentoring: the role of generativity
Ryan Musselman, William J. Becker
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper utilizes generativity to explore the relationship between mentoring support and organizational identification, turnover intention and reciprocated mentoring in protégés.

The paper used a cross-sectional design with surveys administered to 351 working adults in the USA to test the hypotheses on the relationship between mentoring and turnover intention through organizational identification with first-stage moderation of generativity.

Employees who were high in generativity, mentoring support was positively associated with organizational identification and negatively associated with turnover intentions. Generativity was also positively related to reciprocated mentoring through the choice to mentor others, the number of mentees and the mentoring support provided.

The authors' results suggest organizations receive the greatest benefits when providing mentoring support to generative employees.

This study applies generativity to the context of mentoring by exploring the impact of mentoring support on identification with the organization, turnover intentions and willingness to mentor others by comparing the conditional effects of high generativity versus low generativity.

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Resolving the double-edged sword of mentoring: the role of generativity10.1108/JMP-01-2023-0067Journal of Managerial Psychology2023-12-15© 2023 Emerald Publishing LimitedRyan MusselmanWilliam J. BeckerJournal of Managerial Psychologyahead-of-printahead-of-print2023-12-1510.1108/JMP-01-2023-0067https://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0067/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Online, offline, or both? The importance of coaching format for side effects in business coachinghttps://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAccelerated by the COVID-19 pandemic, in recent years, face-to-face coaching has largely shifted to online coaching. The authors examined both the side effects of and coaching success in face-to-face, blended and online coaching from both coaches' and clients' perspectives. This paper aims to discuss the aforementioned examination. The authors conducted two independent studies to examine the differences between the side effects of face-to-face, blended and online coaching. In Study 1 (N = 119), the authors compared the side effects of these formats using a quasi-experimental design and tested differences in perceived coaching success from the coaches' perspective. In Study 2 (N = 104), the authors integrated the client perspective on the side effects of coaching formats into the design and tested the differences. Coaches in the face-to-face format experienced a significantly lower prevalence of side effects for their clients compared to coaches who engaged in the blended and online coaching formats. From the client perspective, clients experienced the most side effects of the blended coaching format. Neither study showed any differences between the coaching formats in perceived coaching success. The results provide guidance to practitioners in choosing the most suitable coaching format for themselves. Being aware of side effects in coaching can help both coaches and clients take appropriate measures to mitigate the impact of these effects. This paper is the first to expand knowledge about side effects in coaching across different coaching formats from both coaches' and clients' perspectives. The findings provide evidence regarding the context in which coaching is currently performed in a post-COVID world, with sustainability remaining a global concern and a key driver for organizations.Online, offline, or both? The importance of coaching format for side effects in business coaching
Natalie M. Michalik, Carsten C. Schermuly
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Accelerated by the COVID-19 pandemic, in recent years, face-to-face coaching has largely shifted to online coaching. The authors examined both the side effects of and coaching success in face-to-face, blended and online coaching from both coaches' and clients' perspectives. This paper aims to discuss the aforementioned examination.

The authors conducted two independent studies to examine the differences between the side effects of face-to-face, blended and online coaching. In Study 1 (N = 119), the authors compared the side effects of these formats using a quasi-experimental design and tested differences in perceived coaching success from the coaches' perspective. In Study 2 (N = 104), the authors integrated the client perspective on the side effects of coaching formats into the design and tested the differences.

Coaches in the face-to-face format experienced a significantly lower prevalence of side effects for their clients compared to coaches who engaged in the blended and online coaching formats. From the client perspective, clients experienced the most side effects of the blended coaching format. Neither study showed any differences between the coaching formats in perceived coaching success.

The results provide guidance to practitioners in choosing the most suitable coaching format for themselves. Being aware of side effects in coaching can help both coaches and clients take appropriate measures to mitigate the impact of these effects.

This paper is the first to expand knowledge about side effects in coaching across different coaching formats from both coaches' and clients' perspectives. The findings provide evidence regarding the context in which coaching is currently performed in a post-COVID world, with sustainability remaining a global concern and a key driver for organizations.

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Online, offline, or both? The importance of coaching format for side effects in business coaching10.1108/JMP-01-2023-0068Journal of Managerial Psychology2023-09-12© 2023 Emerald Publishing LimitedNatalie M. MichalikCarsten C. SchermulyJournal of Managerial Psychologyahead-of-printahead-of-print2023-09-1210.1108/JMP-01-2023-0068https://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literaturehttps://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this study is to systematise the entrepreneurial coaching (EC) literature by understanding how the phenomenon has been investigated along four dimensions inspired by Gartner’s (1985) conceptualisation of entrepreneurship: entrepreneurial process, context, target and outcomes. In so doing, this study will provide a frame of its multifunctional role and identify relevant gaps and suggestions for future research. We conducted a systematic literature review to collect existing works on EC. We analysed 85 selected papers with a qualitative content analysis that allowed us to highlight relevant research themes for the entrepreneurial process, context, outcomes and target. Our results demonstrate that EC has a multifunctional role in entrepreneurship that can be summarised in five different typologies, depending on the stage of the entrepreneurial process in which it is applied, the context, the target and the outcomes. As one of the first attempts to systematise studies on EC, this work extends previous conceptualisation of EC by detailing different typologies of this intervention, thereby contributing to reduced fragmentation and conceptual ambiguity.Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature
Giammarco Marras, Matteo Opizzi, Michela Loi
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this study is to systematise the entrepreneurial coaching (EC) literature by understanding how the phenomenon has been investigated along four dimensions inspired by Gartner’s (1985) conceptualisation of entrepreneurship: entrepreneurial process, context, target and outcomes. In so doing, this study will provide a frame of its multifunctional role and identify relevant gaps and suggestions for future research.

We conducted a systematic literature review to collect existing works on EC. We analysed 85 selected papers with a qualitative content analysis that allowed us to highlight relevant research themes for the entrepreneurial process, context, outcomes and target.

Our results demonstrate that EC has a multifunctional role in entrepreneurship that can be summarised in five different typologies, depending on the stage of the entrepreneurial process in which it is applied, the context, the target and the outcomes.

As one of the first attempts to systematise studies on EC, this work extends previous conceptualisation of EC by detailing different typologies of this intervention, thereby contributing to reduced fragmentation and conceptual ambiguity.

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Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature10.1108/JMP-01-2023-0070Journal of Managerial Psychology2024-02-20© 2024 Emerald Publishing LimitedGiammarco MarrasMatteo OpizziMichela LoiJournal of Managerial Psychologyahead-of-printahead-of-print2024-02-2010.1108/JMP-01-2023-0070https://www.emerald.com/insight/content/doi/10.1108/JMP-01-2023-0070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationshipshttps://www.emerald.com/insight/content/doi/10.1108/JMP-02-2023-0073/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWe examine the relationships between clients’ level of coaching readiness and trust in their executive coach and increases to both personal learning improved work performance. Distance relationships, the setting for this study, epitomize the norms of the New World of Work (NWoW), but also provide particular challenges for building trust and recognizing similarities between client and coach. This study investigates distance coaching relationships in matched-pairs, longitudinal investigation of formal executive coaching. Results support the proposed moderated mediation path. Findings reveal that both coaches’ perceptions of client readiness for coaching and client trust in coach each predict both client personal skill development and performance improvement. While important toward gaining a better understanding of the relational functioning of distance coaching relationships, inclusion of only distance relationships may truncate the generalizability of our findings. The study’s findings have practical implications for organizations that invest in executive coaching with regard to the importance of evaluating the candidates' readiness for coaching before the assignment, trust-building throughout distance coaching relationships and perceptions of similarity on client coaching outcomes. Distance relationships, the setting for this study, provide particular challenges for building trust and recognizing similarities between client and coach and the current investigation points to the relevance of these relational mechanisms to client outcomes. In so doing, this study explores how perceptions of deep-level similarity between a coach and client may serve as moderators of these relationships.The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships
Frankie J. Weinberg, Mary M. Hausfeld
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

We examine the relationships between clients’ level of coaching readiness and trust in their executive coach and increases to both personal learning improved work performance. Distance relationships, the setting for this study, epitomize the norms of the New World of Work (NWoW), but also provide particular challenges for building trust and recognizing similarities between client and coach.

This study investigates distance coaching relationships in matched-pairs, longitudinal investigation of formal executive coaching.

Results support the proposed moderated mediation path. Findings reveal that both coaches’ perceptions of client readiness for coaching and client trust in coach each predict both client personal skill development and performance improvement.

While important toward gaining a better understanding of the relational functioning of distance coaching relationships, inclusion of only distance relationships may truncate the generalizability of our findings.

The study’s findings have practical implications for organizations that invest in executive coaching with regard to the importance of evaluating the candidates' readiness for coaching before the assignment, trust-building throughout distance coaching relationships and perceptions of similarity on client coaching outcomes.

Distance relationships, the setting for this study, provide particular challenges for building trust and recognizing similarities between client and coach and the current investigation points to the relevance of these relational mechanisms to client outcomes. In so doing, this study explores how perceptions of deep-level similarity between a coach and client may serve as moderators of these relationships.

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The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships10.1108/JMP-02-2023-0073Journal of Managerial Psychology2024-02-20© 2024 Emerald Publishing LimitedFrankie J. WeinbergMary M. HausfeldJournal of Managerial Psychologyahead-of-printahead-of-print2024-02-2010.1108/JMP-02-2023-0073https://www.emerald.com/insight/content/doi/10.1108/JMP-02-2023-0073/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Experiencing the pull and push: influences on independent contractor motivation and job satisfactionhttps://www.emerald.com/insight/content/doi/10.1108/JMP-02-2023-0081/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on organismic integration theory, we aim to examine whether the reasons independent contractors choose contract work are related to their on-the-job motivation and job satisfaction and whether their perceived support enhances positive (or buffers negative) effects. We collected data at three separate time points from 241 adjunct instructors to test a moderated mediation model using bootstrapping analyses. The positive relationship between pull factors (e.g. autonomy) and job satisfaction is fully mediated by the autonomous motivation contractors experienced at work. The inverse relationship between push factors (e.g. inability to secure desired work role) and job satisfaction is not mediated by autonomous nor controlled motivation experienced at work. Contractors' perceived organizational support does not moderate the relationship between either push or pull factors and autonomous motivation. Post hoc analysis shows a moderating effect of perceived supervisor support on the nonlinear relationship between push factors and autonomous motivation. Recruiting individuals drawn to the benefits of contract work may have important implications for worker motivation, job satisfaction and potentially beyond. Moreover, organizations may consider whether existing support resources and infrastructure are appropriate for contractors. Despite the abundance of evidence demonstrating the benefits of organizational and supervisor support among traditional employee populations, such support may be of limited value to those drawn to contract work.Experiencing the pull and push: influences on independent contractor motivation and job satisfaction
Andrew Miller, Adam Vanhove
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on organismic integration theory, we aim to examine whether the reasons independent contractors choose contract work are related to their on-the-job motivation and job satisfaction and whether their perceived support enhances positive (or buffers negative) effects.

We collected data at three separate time points from 241 adjunct instructors to test a moderated mediation model using bootstrapping analyses.

The positive relationship between pull factors (e.g. autonomy) and job satisfaction is fully mediated by the autonomous motivation contractors experienced at work. The inverse relationship between push factors (e.g. inability to secure desired work role) and job satisfaction is not mediated by autonomous nor controlled motivation experienced at work. Contractors' perceived organizational support does not moderate the relationship between either push or pull factors and autonomous motivation. Post hoc analysis shows a moderating effect of perceived supervisor support on the nonlinear relationship between push factors and autonomous motivation.

Recruiting individuals drawn to the benefits of contract work may have important implications for worker motivation, job satisfaction and potentially beyond. Moreover, organizations may consider whether existing support resources and infrastructure are appropriate for contractors.

Despite the abundance of evidence demonstrating the benefits of organizational and supervisor support among traditional employee populations, such support may be of limited value to those drawn to contract work.

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Experiencing the pull and push: influences on independent contractor motivation and job satisfaction10.1108/JMP-02-2023-0081Journal of Managerial Psychology2024-03-19© 2024 Emerald Publishing LimitedAndrew MillerAdam VanhoveJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-1910.1108/JMP-02-2023-0081https://www.emerald.com/insight/content/doi/10.1108/JMP-02-2023-0081/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Co-creating successful mentoring relationships? Investigating mentor and protégé perceptions of dyadic fit and relationship qualityhttps://www.emerald.com/insight/content/doi/10.1108/JMP-02-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo examine how perceptions of complementary and supplementary fit and relationship quality contribute to successful mentorship co-creation. Data were collected via cross-sectional survey of 145 mentor–protégé dyads within institutions of higher education in the USA. Mentors evaluated their perceptions of supplementary and complementary fit and relationship quality with their protégés and vice versa. Additionally, mentors evaluated their protégés’ performance, whereas protégés reported on their own learning. Data were analyzed using the actor–partner interdependence model. Results suggest that one's own fit perceptions are most important in predicting one's evaluation of relationship quality. Additionally, for both mentor and protégé, complementary fit and supplementary fit predict evaluations of relationship quality to a similar degree. Finally, each person's perceptions of relationship quality mediated the relationships between their own perceptions of fit and mentor-rated protégé performance, but not the relationships between perceptions of fit and protégé-rated learning. Research has often studied mentorships from the perspective of one party, which limits our understanding of mentorship co-creation. This study investigates how both parties simultaneously contribute to mentorship success, as indicated by protégé learning and performance. Additionally, the authors clarify the extent to which perceptions of different types of fit are instrumental in co-creating successful mentorships.Co-creating successful mentoring relationships? Investigating mentor and protégé perceptions of dyadic fit and relationship quality
Nicole Alonso, Alyssa Marshall, Caitlin Porter, Kurt Kraiger
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

To examine how perceptions of complementary and supplementary fit and relationship quality contribute to successful mentorship co-creation.

Data were collected via cross-sectional survey of 145 mentor–protégé dyads within institutions of higher education in the USA. Mentors evaluated their perceptions of supplementary and complementary fit and relationship quality with their protégés and vice versa. Additionally, mentors evaluated their protégés’ performance, whereas protégés reported on their own learning. Data were analyzed using the actor–partner interdependence model.

Results suggest that one's own fit perceptions are most important in predicting one's evaluation of relationship quality. Additionally, for both mentor and protégé, complementary fit and supplementary fit predict evaluations of relationship quality to a similar degree. Finally, each person's perceptions of relationship quality mediated the relationships between their own perceptions of fit and mentor-rated protégé performance, but not the relationships between perceptions of fit and protégé-rated learning.

Research has often studied mentorships from the perspective of one party, which limits our understanding of mentorship co-creation. This study investigates how both parties simultaneously contribute to mentorship success, as indicated by protégé learning and performance. Additionally, the authors clarify the extent to which perceptions of different types of fit are instrumental in co-creating successful mentorships.

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Co-creating successful mentoring relationships? Investigating mentor and protégé perceptions of dyadic fit and relationship quality10.1108/JMP-02-2023-0084Journal of Managerial Psychology2023-12-05© 2023 Emerald Publishing LimitedNicole AlonsoAlyssa MarshallCaitlin PorterKurt KraigerJournal of Managerial Psychologyahead-of-printahead-of-print2023-12-0510.1108/JMP-02-2023-0084https://www.emerald.com/insight/content/doi/10.1108/JMP-02-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomeshttps://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge. Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads. LMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX. The joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes. The linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes
Linlin Zhang, Haoran Jiang, Tongwen Hu, Zhenduo Zhang
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.

Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.

LMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.

The joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.

The linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.

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Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes10.1108/JMP-03-2022-0090Journal of Managerial Psychology2023-04-28© 2023 Emerald Publishing LimitedLinlin ZhangHaoran JiangTongwen HuZhenduo ZhangJournal of Managerial Psychologyahead-of-printahead-of-print2023-04-2810.1108/JMP-03-2022-0090https://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African contexthttps://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0124/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic. The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria. The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases. This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context
Obinna Alo, Ahmad Arslan, Anna Yumiao Tian, Vijay Pereira
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.

The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.

The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.

This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

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Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context10.1108/JMP-03-2022-0124Journal of Managerial Psychology2023-04-04© 2023 Obinna Alo, Ahmad Arslan, Anna Yumiao Tian and Vijay PereiraObinna AloAhmad ArslanAnna Yumiao TianVijay PereiraJournal of Managerial Psychologyahead-of-printahead-of-print2023-04-0410.1108/JMP-03-2022-0124https://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0124/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Obinna Alo, Ahmad Arslan, Anna Yumiao Tian and Vijay Pereirahttp://creativecommons.org/licences/by/4.0/legalcode
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation studyhttps://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0128/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty. The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method. Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience. The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study
Yunshuo Liu, Shuzhen Liu, Ruijian Liu, Yuanyuan Liu
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty.

The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method.

Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience.

The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.

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Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study10.1108/JMP-03-2022-0128Journal of Managerial Psychology2023-10-31© 2023 Emerald Publishing LimitedYunshuo LiuShuzhen LiuRuijian LiuYuanyuan LiuJournal of Managerial Psychologyahead-of-printahead-of-print2023-10-3110.1108/JMP-03-2022-0128https://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0128/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reactionhttps://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0140/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness. Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses. Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience. This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction
Haoju Xie, Xingyu Feng
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness.

Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses.

Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience.

This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.

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Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction10.1108/JMP-03-2022-0140Journal of Managerial Psychology2023-09-21© 2023 Emerald Publishing LimitedHaoju XieXingyu FengJournal of Managerial Psychologyahead-of-printahead-of-print2023-09-2110.1108/JMP-03-2022-0140https://www.emerald.com/insight/content/doi/10.1108/JMP-03-2022-0140/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Challengers, not followers? The effect of leaders' perceptions of team overqualification on leaders' empowering behaviorhttps://www.emerald.com/insight/content/doi/10.1108/JMP-04-2022-0171/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAlthough employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior. We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China. We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low. Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.Challengers, not followers? The effect of leaders' perceptions of team overqualification on leaders' empowering behavior
Jing Jiang, Huijuan Dong, Yanan Dong, Yuan Yuan, Xingyong Tu
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

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Challengers, not followers? The effect of leaders' perceptions of team overqualification on leaders' empowering behavior10.1108/JMP-04-2022-0171Journal of Managerial Psychology2024-03-29© 2024 Emerald Publishing LimitedJing JiangHuijuan DongYanan DongYuan YuanXingyong TuJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-2910.1108/JMP-04-2022-0171https://www.emerald.com/insight/content/doi/10.1108/JMP-04-2022-0171/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Dark side of leadership and information technology project success: the role of mindfulnesshttps://www.emerald.com/insight/content/doi/10.1108/JMP-04-2022-0182/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS). Time-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling. Results were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE. Previous researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.Dark side of leadership and information technology project success: the role of mindfulness
Namra Mubarak, Jabran Khan, Sajid Bashir, Samyia Safdar
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

The success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).

Time-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.

Results were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.

Previous researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.

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Dark side of leadership and information technology project success: the role of mindfulness10.1108/JMP-04-2022-0182Journal of Managerial Psychology2023-03-28© 2023 Emerald Publishing LimitedNamra MubarakJabran KhanSajid BashirSamyia SafdarJournal of Managerial Psychologyahead-of-printahead-of-print2023-03-2810.1108/JMP-04-2022-0182https://www.emerald.com/insight/content/doi/10.1108/JMP-04-2022-0182/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Mindfulness and creative process engagement: the mediating role of workplace relational systemshttps://www.emerald.com/insight/content/doi/10.1108/JMP-04-2022-0196/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite widespread recognition of the importance of mindfulness in organizational science literature, little is known about how mindfulness motivates individuals to configure information processing and team member exchange relationships to increase creative process engagement. Drawing on motivated information processing theory, this study conceptualizes and empirically examines whether and how mindfulness motivates individuals toward creative process engagement. The authors collected data through an online survey from 311 respondents working in the Research and Development (R&D) departments of organizations in multiple industries in Pakistan. For analytical purposes, the authors have applied the structural equation modeling technique. This study advances a different view of individual mindfulness on the creative process engagement in the following ways. First, mindfulness enables individuals to self-regulate in specific situations and become effective in fostering creative process engagement. Second, this study extends research on relational information processing by linking it to mindfulness and creative process engagement. Relational information processing partially mediates the relationship between mindfulness and creative process engagement. Third, this study highlights that mindfulness motivates individuals to focus more on developing quality working relationships, but they seem less willing to participate in idea generation and problem-solving solutions. The study findings provide implications for research on mindfulness, creativity and motivated information processing to enhance individuals’ creative process engagements. The authors also discuss the implications for executives on the relational and creative benefits of mindfulness.Mindfulness and creative process engagement: the mediating role of workplace relational systems
Usama Awan, Muhammad Sufyan, Irfan Ameer, Saqib Shamim, Pervaiz Akhtar, Najam Ul Zia
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite widespread recognition of the importance of mindfulness in organizational science literature, little is known about how mindfulness motivates individuals to configure information processing and team member exchange relationships to increase creative process engagement. Drawing on motivated information processing theory, this study conceptualizes and empirically examines whether and how mindfulness motivates individuals toward creative process engagement.

The authors collected data through an online survey from 311 respondents working in the Research and Development (R&D) departments of organizations in multiple industries in Pakistan. For analytical purposes, the authors have applied the structural equation modeling technique.

This study advances a different view of individual mindfulness on the creative process engagement in the following ways. First, mindfulness enables individuals to self-regulate in specific situations and become effective in fostering creative process engagement. Second, this study extends research on relational information processing by linking it to mindfulness and creative process engagement. Relational information processing partially mediates the relationship between mindfulness and creative process engagement. Third, this study highlights that mindfulness motivates individuals to focus more on developing quality working relationships, but they seem less willing to participate in idea generation and problem-solving solutions.

The study findings provide implications for research on mindfulness, creativity and motivated information processing to enhance individuals’ creative process engagements. The authors also discuss the implications for executives on the relational and creative benefits of mindfulness.

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Mindfulness and creative process engagement: the mediating role of workplace relational systems10.1108/JMP-04-2022-0196Journal of Managerial Psychology2024-03-28© 2024 Usama Awan, Muhammad Sufyan, Irfan Ameer, Saqib Shamim, Pervaiz Akhtar and Najam Ul ZiaUsama AwanMuhammad SufyanIrfan AmeerSaqib ShamimPervaiz AkhtarNajam Ul ZiaJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-2810.1108/JMP-04-2022-0196https://www.emerald.com/insight/content/doi/10.1108/JMP-04-2022-0196/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Usama Awan, Muhammad Sufyan, Irfan Ameer, Saqib Shamim, Pervaiz Akhtar and Najam Ul Ziahttp://creativecommons.org/licences/by/4.0/legalcode
Does worrying about money motivate counterproductive work behavior? A time-lagged studyhttps://www.emerald.com/insight/content/doi/10.1108/JMP-04-2023-0223/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis research sought to examine the potential association between workers’ financial worry and counterproductive work behavior. Based on the basic psychological need theory, we propose that psychological need satisfaction explains this relationship and we position this volitional pathway as an alternative to a cognitive capacity pathway based on the cognitive load theory. We conducted a two-week interval-lagged survey study with three measurement points among 180 US workers. The mediation models were tested using structural equation modeling. The results support the conclusion that, while cognitive capacity could have an impact on counterproductive work behavior, its mediating effect is less strong than that of need satisfaction. Based on the results, we recommend that organizations design their compensation and benefits system to shield employees from financial worries. At the same time, we advise offering the employees who do experience financial worries assistance in managing their budgets and offering other forms of financial coaching. This study is innovative because we show that the negative effects of financial worry extend much further than initially thought and affect not only employees' cognition but also their motivation.Does worrying about money motivate counterproductive work behavior? A time-lagged study
Mahsa Abedini, Bert Schreurs, I.M. Jawahar, Melvyn R.W. Hamstra
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

This research sought to examine the potential association between workers’ financial worry and counterproductive work behavior. Based on the basic psychological need theory, we propose that psychological need satisfaction explains this relationship and we position this volitional pathway as an alternative to a cognitive capacity pathway based on the cognitive load theory.

We conducted a two-week interval-lagged survey study with three measurement points among 180 US workers. The mediation models were tested using structural equation modeling.

The results support the conclusion that, while cognitive capacity could have an impact on counterproductive work behavior, its mediating effect is less strong than that of need satisfaction.

Based on the results, we recommend that organizations design their compensation and benefits system to shield employees from financial worries. At the same time, we advise offering the employees who do experience financial worries assistance in managing their budgets and offering other forms of financial coaching.

This study is innovative because we show that the negative effects of financial worry extend much further than initially thought and affect not only employees' cognition but also their motivation.

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Does worrying about money motivate counterproductive work behavior? A time-lagged study10.1108/JMP-04-2023-0223Journal of Managerial Psychology2024-03-22© 2024 Emerald Publishing LimitedMahsa AbediniBert SchreursI.M. JawaharMelvyn R.W. HamstraJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-2210.1108/JMP-04-2023-0223https://www.emerald.com/insight/content/doi/10.1108/JMP-04-2023-0223/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)https://www.emerald.com/insight/content/doi/10.1108/JMP-05-2022-0217/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMindfulness is the human ability to be fully present, aware of where we are and what we're doing. This study explores on the impact of mindfulness on different elements of knowledge management, knowledge creation, knowledge sharing and knowledge hiding. The authors undertake an inductive reasoning approach whereby they try to generate themes from specific observations and conceptualize the theory of mindfulness and knowledge transfer. This study finds out that mindfulness critically facilitates an open environment and enhances the clarity of thought which aids in effective knowledge creation. Such a realistic understanding about the present scenario encourages employees to share knowledge and equips them to collaborate and effectively work in teams. Surprisingly, this study also finds that mindfulness increases the result orientation to the extent that employees tried to hide knowledge from their co-workers targeting certain self-desired outcomes. In other words, similar to knowledge creation and knowledge sharing, mindfulness increases agenda-based knowledge hiding. The theory of mindfulness and knowledge transfer states that mindfulness increases knowledge creation, knowledge sharing and agenda-based knowledge hiding.True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)
Abraham Cyril Issac, Amandeep Dhir, Michael Christofi
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Mindfulness is the human ability to be fully present, aware of where we are and what we're doing. This study explores on the impact of mindfulness on different elements of knowledge management, knowledge creation, knowledge sharing and knowledge hiding.

The authors undertake an inductive reasoning approach whereby they try to generate themes from specific observations and conceptualize the theory of mindfulness and knowledge transfer.

This study finds out that mindfulness critically facilitates an open environment and enhances the clarity of thought which aids in effective knowledge creation. Such a realistic understanding about the present scenario encourages employees to share knowledge and equips them to collaborate and effectively work in teams. Surprisingly, this study also finds that mindfulness increases the result orientation to the extent that employees tried to hide knowledge from their co-workers targeting certain self-desired outcomes. In other words, similar to knowledge creation and knowledge sharing, mindfulness increases agenda-based knowledge hiding.

The theory of mindfulness and knowledge transfer states that mindfulness increases knowledge creation, knowledge sharing and agenda-based knowledge hiding.

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True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)10.1108/JMP-05-2022-0217Journal of Managerial Psychology2024-01-01© 2023 Emerald Publishing LimitedAbraham Cyril IssacAmandeep DhirMichael ChristofiJournal of Managerial Psychologyahead-of-printahead-of-print2024-01-0110.1108/JMP-05-2022-0217https://www.emerald.com/insight/content/doi/10.1108/JMP-05-2022-0217/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Fit for one or fit for all? The normative theory of fit and the normative and distinctive decomposition of fithttps://www.emerald.com/insight/content/doi/10.1108/JMP-05-2023-0275/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCentral to the fit concept is that congruence between individual and environmental attributes leads to improved outcomes. However, when discussing fit, researchers often describe congruence as alignment between distinctive or unique individual and environmental attributes. We suggest that current approaches to examining fit do not adequately account for this assumption of distinctiveness because they fail to consider normative expectations and preferences. As such, we propose an alternative theoretical and methodological approach to conceptualizing and measuring fit. We introduce the normative theory of fit, outline how researchers can decompose fit into distinctive and normative components and identify areas for future research. Management researchers have largely ignored the importance of decomposing fit into distinctive and normative components. This shortcoming necessitates additional research to ensure a more accurate understanding of fit and its relationship with outcomes. We provide a clarification and critical examination of a pervasive construct in the field of management by introducing the normative theory of fit, identifying areas where researchers can employ this theoretical lens and suggesting a reevaluation of the importance placed on differentiation that is traditionally employed in practice.Fit for one or fit for all? The normative theory of fit and the normative and distinctive decomposition of fit
Graham H. Lowman, Peter D. Harms, Dustin Wood
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Central to the fit concept is that congruence between individual and environmental attributes leads to improved outcomes. However, when discussing fit, researchers often describe congruence as alignment between distinctive or unique individual and environmental attributes. We suggest that current approaches to examining fit do not adequately account for this assumption of distinctiveness because they fail to consider normative expectations and preferences. As such, we propose an alternative theoretical and methodological approach to conceptualizing and measuring fit.

We introduce the normative theory of fit, outline how researchers can decompose fit into distinctive and normative components and identify areas for future research.

Management researchers have largely ignored the importance of decomposing fit into distinctive and normative components. This shortcoming necessitates additional research to ensure a more accurate understanding of fit and its relationship with outcomes.

We provide a clarification and critical examination of a pervasive construct in the field of management by introducing the normative theory of fit, identifying areas where researchers can employ this theoretical lens and suggesting a reevaluation of the importance placed on differentiation that is traditionally employed in practice.

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Fit for one or fit for all? The normative theory of fit and the normative and distinctive decomposition of fit10.1108/JMP-05-2023-0275Journal of Managerial Psychology2024-03-14© 2024 Emerald Publishing LimitedGraham H. LowmanPeter D. HarmsDustin WoodJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-1410.1108/JMP-05-2023-0275https://www.emerald.com/insight/content/doi/10.1108/JMP-05-2023-0275/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Unveiling the interplay between leadership behavior and leader well-being: a person-centered approachhttps://www.emerald.com/insight/content/doi/10.1108/JMP-06-2023-0339/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on COR theory and based on a person-centered approach, this study aims to explore profiles of both leadership behavior (transformational leadership, abusive supervision) and well-being indicators (cognitive irritation, emotional exhaustion). Additionally, we consider whether certain resource-draining (work intensification) and resource-creating factors (leader autonomy, psychological contract fulfillment) from the leaders' work context are related to profile membership. The profiles are built using LPA on data from 153 leaders and their 1,077 followers. The relationship between profile membership and correlates from the leaders' work context is examined using multinomial logistic regression analyses. LPA results in an interpretable four-profile solution with the profiles named (1) Good health – constructive leading, (2) Average health – inconsistent leading, (3) Impaired health – constructive leading and (4) Impaired health – destructive leading. The two groups with the highest sample share – Profiles 1 and 3 – both show highly constructive leadership behavior but differ significantly in their well-being indicators. The regression analyses show that work intensification and psychological contract fulfillment are significantly related to profile membership. The person-centered approach provides a more nuanced view of the leadership behavior – leader well-being relationship, which can address inconsistencies in previous research. In terms of practical relevance, the person-centered approach allows for the identification of risk groups among leaders for whom organizations can provide additional resources and health-promoting interventions.Unveiling the interplay between leadership behavior and leader well-being: a person-centered approach
Anja Wittmers, Kai N. Klasmeier, Birgit Thomson, Günter W. Maier
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on COR theory and based on a person-centered approach, this study aims to explore profiles of both leadership behavior (transformational leadership, abusive supervision) and well-being indicators (cognitive irritation, emotional exhaustion). Additionally, we consider whether certain resource-draining (work intensification) and resource-creating factors (leader autonomy, psychological contract fulfillment) from the leaders' work context are related to profile membership.

The profiles are built using LPA on data from 153 leaders and their 1,077 followers. The relationship between profile membership and correlates from the leaders' work context is examined using multinomial logistic regression analyses.

LPA results in an interpretable four-profile solution with the profiles named (1) Good health – constructive leading, (2) Average health – inconsistent leading, (3) Impaired health – constructive leading and (4) Impaired health – destructive leading. The two groups with the highest sample share – Profiles 1 and 3 – both show highly constructive leadership behavior but differ significantly in their well-being indicators. The regression analyses show that work intensification and psychological contract fulfillment are significantly related to profile membership.

The person-centered approach provides a more nuanced view of the leadership behavior – leader well-being relationship, which can address inconsistencies in previous research. In terms of practical relevance, the person-centered approach allows for the identification of risk groups among leaders for whom organizations can provide additional resources and health-promoting interventions.

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Unveiling the interplay between leadership behavior and leader well-being: a person-centered approach10.1108/JMP-06-2023-0339Journal of Managerial Psychology2024-03-01© 2024 Anja Wittmers, Kai N. Klasmeier, Birgit Thomson and Günter W. MaierAnja WittmersKai N. KlasmeierBirgit ThomsonGünter W. MaierJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-0110.1108/JMP-06-2023-0339https://www.emerald.com/insight/content/doi/10.1108/JMP-06-2023-0339/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Anja Wittmers, Kai N. Klasmeier, Birgit Thomson and Günter W. Maierhttp://creativecommons.org/licences/by/4.0/legalcode
How CEO transformational leadership affects business model innovation: a serial moderated mediation modelhttps://www.emerald.com/insight/content/doi/10.1108/JMP-10-2022-0515/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top management team (TMT) collective energy and behavioral integration and the moderating role of TMT-CEO value congruence. The sample of 520 TMT members from 127 enterprises in North China was collected through a two-wave questionnaire survey. Hierarchical regression and bootstrapping were used to test the hypothetical relationships proposed in this study. The results indicate that TMT collective energy and behavioral integration play a serial mediation role between CEO transformational leadership and BMI. TMT-CEO value congruence positively moderates the relationship between CEO transformational leadership and TMT collective energy as well as the serial mediation effect. The results suggest that CEOs can stimulate TMT collective energy by demonstrating transformational leadership behaviors, thereby promoting TMT behavioral integration and ultimately achieving BMI. In addition, to enhance the effectiveness of CEO transformational leadership, enterprises should take measures to ensure that TMT members hold values that are consistent with those of CEOs. Based on social cognitive theory, the mediating mechanism and boundary conditions of CEO transformational leadership that affect BMI are revealed by this study, thus opening the “black box” of the relationship between the two. It also supplements research on the role of TMT among the antecedents of BMI.How CEO transformational leadership affects business model innovation: a serial moderated mediation model
Nan Yao, Tao Guo, Lei Zhang
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top management team (TMT) collective energy and behavioral integration and the moderating role of TMT-CEO value congruence.

The sample of 520 TMT members from 127 enterprises in North China was collected through a two-wave questionnaire survey. Hierarchical regression and bootstrapping were used to test the hypothetical relationships proposed in this study.

The results indicate that TMT collective energy and behavioral integration play a serial mediation role between CEO transformational leadership and BMI. TMT-CEO value congruence positively moderates the relationship between CEO transformational leadership and TMT collective energy as well as the serial mediation effect.

The results suggest that CEOs can stimulate TMT collective energy by demonstrating transformational leadership behaviors, thereby promoting TMT behavioral integration and ultimately achieving BMI. In addition, to enhance the effectiveness of CEO transformational leadership, enterprises should take measures to ensure that TMT members hold values that are consistent with those of CEOs.

Based on social cognitive theory, the mediating mechanism and boundary conditions of CEO transformational leadership that affect BMI are revealed by this study, thus opening the “black box” of the relationship between the two. It also supplements research on the role of TMT among the antecedents of BMI.

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How CEO transformational leadership affects business model innovation: a serial moderated mediation model10.1108/JMP-10-2022-0515Journal of Managerial Psychology2024-03-26© 2024 Emerald Publishing LimitedNan YaoTao GuoLei ZhangJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-2610.1108/JMP-10-2022-0515https://www.emerald.com/insight/content/doi/10.1108/JMP-10-2022-0515/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The influence of mentorship in workplace on teachers' professional development a meta-analysis based on 66 experimentshttps://www.emerald.com/insight/content/doi/10.1108/JMP-11-2022-0588/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper seeks to investigate the differences in the teachers’ professional development (TPD) by mentorship in workplace. The authors examined the role of mentorship in the PD of teachers and conducted a meta-analysis of pertinent empirical data. Using data from over 2,900 individuals, 66 experiments and 12 countries, the authors presented a meta-analysis of the association between workplace mentorship and TPD. The authors concluded that mentoring activities could boost the TPD to some extent. It contributes positively to the discipline of science and language, kindergarten, individual mentoring and curriculum research. In addition, the periodicity should not exceed 1 year. The results of the meta-analysis are restricted to short-term mentorship activities, and the sample size is modest. Building upon the findings from the literature review and meta-analysis, the authors delineated a research agenda for prospective investigations. This includes an imperative for further exploration into the nexus between mentoring and the PD of educators. Based on the available literature and meta-analysis findings, the authors developed a framework for the “Experts in the classroom” TPD pattern. This is the first meta-analysis evaluating the association between mentorship and TPD.The influence of mentorship in workplace on teachers' professional development a meta-analysis based on 66 experiments
Sihang Zhang, Xiaojun Ma, Huifen Xu, Jijian Lu
Journal of Managerial Psychology, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper seeks to investigate the differences in the teachers’ professional development (TPD) by mentorship in workplace. The authors examined the role of mentorship in the PD of teachers and conducted a meta-analysis of pertinent empirical data.

Using data from over 2,900 individuals, 66 experiments and 12 countries, the authors presented a meta-analysis of the association between workplace mentorship and TPD.

The authors concluded that mentoring activities could boost the TPD to some extent. It contributes positively to the discipline of science and language, kindergarten, individual mentoring and curriculum research. In addition, the periodicity should not exceed 1 year.

The results of the meta-analysis are restricted to short-term mentorship activities, and the sample size is modest. Building upon the findings from the literature review and meta-analysis, the authors delineated a research agenda for prospective investigations. This includes an imperative for further exploration into the nexus between mentoring and the PD of educators.

Based on the available literature and meta-analysis findings, the authors developed a framework for the “Experts in the classroom” TPD pattern.

This is the first meta-analysis evaluating the association between mentorship and TPD.

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The influence of mentorship in workplace on teachers' professional development a meta-analysis based on 66 experiments10.1108/JMP-11-2022-0588Journal of Managerial Psychology2024-03-28© 2024 Emerald Publishing LimitedSihang ZhangXiaojun MaHuifen XuJijian LuJournal of Managerial Psychologyahead-of-printahead-of-print2024-03-2810.1108/JMP-11-2022-0588https://www.emerald.com/insight/content/doi/10.1108/JMP-11-2022-0588/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited