上司地位知觉对下属默契的影响——反馈寻求行为和观点采择的作用

下属默契指的是下属与上司间不经言传而暗相投合的状态,它能潜移默化地提升下属绩效。因此,探讨下属默契的产生原因,对组织有着重要意义。鉴于此,本文以目标动机模型为理论基础,探讨了上司地位知觉对下属默契的影响及其内部机制。通过对186名企业员工的调查分析发现,上司地位知觉对下属默契有显著的正向影响;反馈寻求行为在此过程中起部分中介作用;此外,下属的观点采择能力调节了反馈寻求行为与下属默契间的正向关系。     

Effects of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates

The authors compared a feedback workshop with both a no-feedback control group and a comparison group of managers who received a feedback report but no feedback workshop. The multisource feedback was based on ratings of a manager's influence behavior by subordinates, peers, and bosses. Managers in the feedback workshop increased their use of some core influence tactics with subordinates, whereas there was no change in behavior for the control group or for the comparison group. The feedback was perceived to be more useful by managers who received it in a workshop with a facilitator than by managers who received only a printed feedback report.     

The relationship between need for closure and compliance to harsh power tactics in high demanding jobs: A study conducted among firefighters and social workers

The present research aimed at expanding Pierro, Kruglanski, and Raven’s work examining the interweaving between the need for closure (NFC; the desire to form quick and unambiguous knowledge) and the Interpersonal Power Interaction model. In particular, this study explored the idea that the greater compliance to harsh power tactics of subordinates’ employees, that are high on NFC, can increase when their desire to achieve cognitive closure is made more salient by a high (compared to low) level of perceived job demands. A sample of 280 subordinates employees belonging to two different organizational contexts filled in a self-report questionnaire. Through a moderation and simple slope analyses, we tested and confirmed our hypothesis. When job demands were high, it potentially impaired the subordinates’ chance to form a quick knowledge. As a result, high NFC subordinates showed a higher compliance with harsh power tactics. Such tactics, limiting the subordinates’ freedom of choice, can be conceived as a means to gain quick knowledge when the organizational context is perceived as particularly demanding. As far as practical implications, these results suggest that for high NFC subordinates the use of more directive and unambiguous guidelines (e.g., harsh power tactics) could minimize the scarcely tolerated cognitive cost associated with high job demands.     

Cognition- and Affect-Based Trust and Feedback-Seeking Behavior: The Roles of Value,Cost, and Goal Orientations

We examined how subordinates’ cognition- and affect-based trust in supervisors influences their feedback-seeking behavior (FSB) by considering the different cost/value perception of FSB and goal orientation (i.e., learning and performance goal orientations). Using data from 194 supervisor-subordinate dyads in South Korea, we conducted multiple regression analyses to test our hypotheses. The results showed that, whereas subordinates’ cognition-based trust in supervisors positively influenced their FSB through increasing the perceived value of feedback received from supervisors, their affect-based trust in supervisors positively influenced their FSB through decreasing the perceived value of FSB. Additionally, we found that, when subordinates had high levels of learning goal orientation, the increasing influence of cognition-based trust on the value of feedback was stronger; in contrast, when subordinates had low levels of performance goal orientation, the decreasing influence of affect-based trust on the cost of FSB was stronger. The theoretical and practical implications, limitations, and suggestions for future research were discussed.     

Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being

This study examines the connections among supervisors’ time urgency, their leadership behavior, and subordinate outcomes. Integrating cognitive perspectives on time urgency with contemporary thinking on the psychological experience of status, we reason that supervisors’ time‐urgent personality relates positively with their autocratic leadership behavior, and we cast supervisors’ self‐perceived status as a moderator of this linkage. Moreover, we enrich this leader‐centric perspective with a complementary, more follower‐centric view, recognizing that the consequences of supervisors’ time urgency likely extend beyond their own behavior to indirectly affect their subordinates’ well‐being at work. We tested our hypotheses using a field sample of 60 supervisors and 277 of their subordinates. Results indicate that (a) supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status, and (b) supervisors’ time urgency exhibits a conditional indirect effect (via autocratic leadership) on subordinates’ work stress and time pressure experiences. Hence, this study illustrates an important boundary condition for the consequences of supervisors’ time urgency, and it demonstrates that this personality characteristic not only shapes supervisors’ leadership behavior but also affects the subordinates they are charged with leading.     

Extending the metatheoretical framework of social/political influence to leadership: Political skill effects on situational appraisals,responses, and evaluations by others

Building off and extending the metatheoretical framework of political skill, we examined the cognitive and behavioral mechanisms through which the intrapsychic effects of political skill inform its interpersonal effects, and how these interpersonal effects ultimately are transmitted into desirable outcomes. Specifically, we argue that politically skilled leaders demonstrate better situational appraisals (i.e., understanding), and thus, more appropriate situational responses (e.g., consideration and initiating structure behaviors); the demonstration of appropriate situational responses is argued to positively affect subordinates’ evaluations of their leaders (i.e., instrumentality) and subordinates’ concomitant attitudes (e.g., job satisfaction) and behaviors (e.g., performance). Results provided mixed support for the hypothesized relationships. Specifically, leader understanding mediated the relationship between political skill and consideration but not the relationship between political skill and structuring behaviors. Moreover, consideration was positively related to subordinates’ group-level instrumentality perceptions, whereas initiating structure was not. Finally, subordinates’ individual (within-level) perceptions of leader instrumentality were positively related to job satisfaction and performance. The implications of these findings as they relate to theory and practice are discussed along with this investigation's strengths, limitations, and directions for future research.     

Managers’ theories of subordinates: A cross-cultural examination of manager perceptions of motivation and appraisal of performance

The present study sought to examine the relationship between managers’ perceptions of employee motivation and performance appraisal by surveying managers and employees in three distinct cultural regions (North America, Asia, and Latin America) within a single global organization. Three distinct cultural patterns emerged in the theories managers’ held about their subordinates. While North American managers perceived their employees as being more extrinsically than intrinsically motivated, perceptions of intrinsic motivation proved to be a more robust predictor of performance appraisal. Asian managers exhibited a holistic tendency in that they perceived their subordinates as equally motivated by intrinsic and extrinsic factors, and their perceptions of both motivations proved to be comparable predictors of performance appraisal. Latin American managers perceived their employees as being more intrinsically than extrinsically motivated, and accordingly, only their perceptions of intrinsic motivation proved to be significantly correlated with performance appraisal. In contrast to the cultural variations exhibited in manager perceptions, employees consistently reported themselves as being more motivated by intrinsic than extrinsic incentives. Explanations for the distinct cultural patterns that emerged and their implications for the study of culture and organizational behavior are discussed.     

信任以稀为贵?下属感知被信任如何以及何时导致反生产行为

感知被信任是信任相关研究中的重要组成部分, 近年来逐渐受到研究者们的重视。以往研究大多认为, 下属感知被上司信任对下属自身以及组织整体都会产生积极影响, 却忽视了其潜在的负面影响。基于自我评价理论, 本文采用实验研究(研究1、2)与多时间点、多源的实地问卷调查(研究3), 探讨了下属感知被信任的潜在黑暗面。研究结果表明：下属感知被信任会引发下属心理权利感, 进而增加其反生产行为, 下属感知到信任的稀缺性在这一过程中起调节作用。具体来说, 当下属感知到信任的稀缺性较高时, 下属感知被信任通过心理权利感影响其反生产行为的正向中介效应显著; 而当下属感知到信任的稀缺性较低时, 上述中介效应不显著。本研究发现了感知被信任的潜在负面影响, 并明确了其对反生产行为的作用机制与边界条件, 为感知被信任相关研究提供了更加全面、辩证的研究视角, 同时也扩展了心理权利感和反生产行为的相关研究。     

Migration Factors in West African Immigrant Parents’ Perceptions of Their Children's Neighborhood Safety

Immigrants make up large proportions of many low‐income neighborhoods, but have been largely ignored in the neighborhood safety literature. We examined perceived safety's association with migration using a six‐item, child‐specific measure of parents’ perceptions of school‐aged (5–12 years of age) children's safety in a sample of 93 West African immigrant parents in New York City. Aims of the study were (a) to identify pre‐migration correlates (e.g., trauma in home countries), (b) to identify migration‐related correlates (e.g., immigration status, time spent separated from children during migration), and (c) to identify pre‐migration and migration correlates that accounted for variance after controlling for non‐migration‐related correlates (e.g., neighborhood crime, parents’ psychological distress). In a linear regression model, children's safety was associated with borough of residence, greater English ability, less emotional distress, less parenting difficulty, and a history of child separation. Parents’ and children's gender, parents’ immigration status, and the number of contacts in the U.S. pre‐migration and pre‐migration trauma were not associated with children's safety. That child separation was positively associated with safety perceptions suggests that the processes that facilitate parent–child separation might be reconceptualized as strengths for transnational families. Integrating migration‐related factors into the discussion of neighborhood safety for immigrant populations allows for more nuanced views of immigrant families’ well‐being in host countries.     

Is Justice the Same for Everyone? Examining Fairness Items Using Multiple-group Analysis

Purpose  The purpose of this study was to examine whether fairness assessed in a widely used multisource instrument written by practitioners possessed a similar factor structure as fairness measured in academic literature, and whether different groups based on their relationship to the ratee (e.g., peers, subordinates, supervisors) perceived a similar structure to the construct. Design/methodology/approach  Multisource data were collected for 141 managers from a variety of organizations across the United States, who participated in a leadership development program offered by Personnel Decisions International (PDI), a global management consulting firm. Findings  The study results show that fairness measured with a widely used multisource instrument indeed assesses the same construct as that examined in the academic literature. Peers, subordinates, and supervisors perceived fairness similarly, whereas self-reports of fairness differed, suggesting that they function as a systematic source of variance in the measurement of fairness. Implications  The findings in this study demonstrate that leaders can be confident that their constituents are all conceptualizing fairness the same way, such that differences are meaningful and not due to differences in the understanding of the items in the instrument. Originality/value  The proliferation of the use of multisource feedback instruments in leadership development programs has facilitated the assessment of the fairness of managers. This study shows that perceptions of fairness of the manager as reported by his or her constituencies (e.g., peers, supervisor, subordinates) change very little as a function of who is doing the perceiving, which heretofore has not been shown.

UNDERSTANDING NEWCOMERS’ ADAPTABILITY AND WORK‐RELATED OUTCOMES: TESTING THE MEDIATING ROLES OF PERCEIVED P–E FIT VARIABLES

Using longitudinal data from a Chinese newcomer sample (N = 671), we investigated the predictive effects of adaptability on newcomers’ work‐related outcomes. Specifically, we tested 4 perceived P–E fit variables (i.e., P–O fit, needs–supplies fit, demands–abilities fit, and P–G fit) as mediators between adaptability variables and newcomers’ work‐related outcomes. Our results showed that after controlling for demographic effects and other personality variables (i.e., proactive personality and openness to experience), newcomers’ adaptability dimensions (i.e., cultural adaptability, work stress adaptability, interpersonal adaptability, and learning adaptability) were differentially associated with improvement in newcomers’ P–E fit perceptions over a 3‐month time period. In turn, the perceived P–E fit variables were related to the newcomers’ work‐related outcomes (i.e., job performance, job satisfaction, and turnover intentions), after controlling for the socialization process variables (i.e., institutionalized socialization experience, role clarity, and job‐related self‐efficacy). The mediating roles of perceived P–E fit variables were also confirmed. Both theoretical and practical implications in terms of adaptability, newcomer adaptation processes, and P‐E fit are discussed.     

Communication With People of Different Ages in the Workplace: Thai and American Data

To test hypotheses about intra‐ and intergenerational communication perceptions, nonmanagerial‐level bankers (n = 348) in two nations (Thailand and United States) self‐assessed their communication beliefs on the Global Perceptions of Intergenerational Communication scale. Communication accommodation theory was used as a theoretical backdrop. Results revealed that older bankers were seen as more nonaccommodating (e.g., more negative, more ordering) than young bankers, though young bankers still felt more obligation to be respectful (e.g., hold back opinions) with older bankers than to their same‐age group. In addition, managers were seen as more nonaccommodating than nonmanagers. Cross‐cultural findings emerged to the extent that Thai bankers perceived others, in general, as less accommodating (e.g., supportive, helpful) and more nonaccommodating than did their American counterparts; hence, workplace conversations were at least partially viewed as more difficult in Thailand than in the United States. Research on religious and philosophical traditions, cultural convergence and divergence, modernity, and workplace homogenization were invoked to interpret the above findings.     

Gender Differences in Supervisors’ Use of Performance Feedback1

This study examined whether male and female supervisors differed in their delivery of performance feedback to subordinates. Male and female subjects supervised 2 confederate subordinates whose performance was stable and either above or below average. Supervisors regularly checked each subordinate's performance and could deliver one of several feedback messages. A MANOVA was performed on frequency of specific negative, general negative, specific positive, general positive, and neutral feedback messages, followed by step down analyses to isolate which dependent variables contributed uniquely. Male and female supervisors were distinguished by their use of specific negative feedback. Males were more likely to provide such messages to poorly performing subordinates, a result consistent with suggestions that males are characterized by a more directive leadership style.     

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360° feedback program. Polynomial regression was used to study the congruence of self‐ratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self–other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.     

Savoring with Intent: Investigating Types of and Motives for Responses to Positive Events

To contribute to a growing literature on positive affect (PA) regulation, we report on two studies investigating college students’ responses to hypothetical positive events using a new measure, the Positive Events and Responses Survey (PEARS). The PEARS includes various responses, including savoring (up-regulating PA) and dampening strategies (down-regulating PA), and novel responses (e.g., mass-sharing using Facebook). We examined its convergent and concurrent validity, its relationship with the value of happiness, and motives underlying savoring. Factor analyses supported a 3-factor model: natural savoring (e.g., expressing PA), intentional savoring (e.g., reflecting on the self), and dampening (e.g., minimizing the event). Both natural and intentional savoring were linked to other savoring behaviors, but only natural savoring was linked to perceived savoring ability and (in some bivariate results) to well-being. In contrast, dampening was consistently linked to less savoring and more dampening on other measures, lower well-being, and more depressive symptoms. People reporting valuing happiness more reported higher likelihood of all three types of responses. Qualitative data provided partial support for the hypothesis that intentional savoring strategies are more often used for instrumental reasons (e.g., boosting self-esteem), whereas natural savoring responses may sometimes be more automatic or stem from feeling PA. These studies validate a new measure and suggest that reasons underlying people’s savoring matter.     

Patients’ Characteristics Affecting Physician-Patient Nonverbal Communication

Previous research has reported that nonverbal elements of physician-patient communication influence medical outcomes such as patients’ understanding, compliance, and saris/action with health care delivery. This investigation examined the impact of various patients’ characteristics (age, sex, education, anxiety, and relational history with the physician) on patterns of nonverbal communication exhibited in 41 physician-patient interactions at a family practice clinic. Several findings were noteworthy. First, although they were relatively consistent in their nonverbal responses to different patients, physicians generally reciprocated patient's adjustments in response latency, pauses during speaking turns, body orientation, and interruptions and compensated patient's modifications in turn duration and gestural rates. Second, physicians nonverbally interacted with patients over 30 years of age in a less domineering and more responsive fashion (e.g., comparable turn durations, more vocal back-channels, and more nonverbal behavior reciprocity) than they did when conversing with patients under 30. Third, physicians appeared responsive to patients experiencing various degrees of anxiety. Specifically, relative to their interactions with less worried patients, physicians used less task touch with anxious patients and to a greater degree compensated the worried patients nonverbal responses. Finally, the patients sex, education, and visit (i.e., first versus repeat) had little impact on the structure of physician-patient nonverbal exchanges.     

Supported Supervisors Are More Supportive,but Why? A Multilevel Study of Mechanisms and Outcomes

This study examines organizational support theory as it extends to supervisor support by (1) testing two explanations for the relationship between supervisors’ perceived organizational support and their supportive supervision and (2) examining perceived supervisor support in relation to subordinate performance and commitment. Multisource survey data from a correctional facility, with a matched sample of 51 supervisors and 283 subordinates, were collected. Multilevel structural equation modeling was used for analysis. Supervisors were more supportive when they felt supportive treatment was preferred by the organization and less supportive when they felt obligated to help the organization. Perceived supervisor support was associated with subordinate performance and commitment at the subordinate level (i.e., among employees reporting to the same supervisor) but not at the supervisor level (i.e., across supervisor-follower groups). Employees who feel supported by their supervisor perform better and are more committed to their employer. To encourage supervisor support, organizations should both model support to supervisors and communicate the expectation for supervisor support. Supervisors who feel obligated to reciprocate to a supportive organization may be less inclined to support their subordinates. This study examines the prevailing, yet untested, mechanism (felt obligation) used to explain the relationship between supervisor’s perceptions of organizational support and their supportive supervision, as well as an alternative explanation based on social information processing. The study provides a nuanced multilevel analysis of perceived supervisor support as related to subordinate outcomes and extends previous models by including subordinate withdrawal and commitment.     

Male and female managers' ability to read emotions: Relationships with supervisor's performance ratings and subordinates' satisfaction ratings

The present study examines the direct and indirect effect of managers' accuracy in ‘reading’ non‐verbal emotional expressions and their supervisors' performance ratings and subordinates' satisfaction with the manager. Data from working managers and their supervisors and subordinates were used to test the study's hypotheses. Although managers' accuracy was not directly related to others' ratings, a significant interactive effect was found: Female but not male managers who more accurately perceived non‐verbal emotional expressions received higher performance ratings from their supervisor and higher satisfaction ratings from their subordinates, perhaps due to gender stereotypes prescribing emotional sensitivity to female managers. Furthermore, how managers used emotional information to enhance subordinates' satisfaction varied for female and male managers. Results suggested that male managers who were more accurate at emotion perception received higher satisfaction ratings if they used the information to be more persuasive, whereas more emotionally perceptive female managers received higher satisfaction ratings when they demonstrated more supportiveness.     

Asian American Women Sexual Assault Survivors’ Choice of Coping Strategies: The Role of Post-Assault Cognitive Responses

ABSTRACT

Even though approximately one in three Asian American (AA) and Pacific Islander women experience sexual assault victimization, there is a dearth of literature examining how AA women sexual assault survivors cope with this traumatic experience. This study examined AA female sexual assault survivors’ choice of coping strategies post-assault and how their cognitive responses toward sexual assault victimization (e.g., attributions of self-blame, perceived control over the recovery process) relate to their use of coping strategies. Using the AA subsets of two large community studies, a total of 64 AA women ages 18 to 58 with unwanted sexual experiences after the age of 14 years were included in the analyses. Results indicated that AA survivors used Acceptance and Self-Distraction the most to cope with sexual assault. In addition, those who perceived they had less control over their recovery process tended to use more maladaptive coping strategies, such as substance abuse and behavioral disengagement (e.g., giving up). The discussion includes clinical implications and recommendations for using language, modalities, and foci of interventions that are consistent with clients’ and their families’ worldviews (e.g., indirect inquiries, solution-focused).     

AN EXAMINATION OF THE EFFECTS OF AN UPWARD FEEDBACK PROGRAM OVER TIME

Despite the growing popularity of upward feedback programs, there has been very little research on the effects of upward feedback on changes in managerial performance over time. We examined the effects of implementing an upward feedback program in which subordinates' ratings were collected for 238 first-through fifth-level managers in a large corporation at two points in time about 6 months apart. Research questions drawn from goal-setting, control, and social cognition theories guided our investigation of the effects of (a) receiving feedback, (b) completing self-ratings, (c) managers' initial level of performance, and (d) subordinate's familiarity with the manager on changes over time in the level of ratings and reported opportunity to observe managerial behaviors. Ratings were provided on a 33-item behavioral observation scale that focused on areas such as the manager's commitment to quality, communications, support of subordinates (encouraging participation, coaching), and fairness. Based on subordinates' ratings, managers whose initial level of performance was moderate or low improved over the 6-month period, and this improvement could not be attributed solely to regression to the mean. Also, both managers and their subordinates became more likely over time to indicate that the managers had an opportunity to demonstrate behaviors measured by the upward feedback instrument.