Does Dispositional Aggression Feed the Narcissistic Response? The Role of Narcissism and Aggression in the Prediction of Job Attitudes and Counterproductive Work Behaviors

Purpose

The purpose of this study was to extend the personality and work-related outcomes literature by examining: (1) the effects of narcissism on job satisfaction, organizational commitment, and counterproductive work behaviors and (2) the moderating effects of dispositional aggression on the narcissism–counterproductive work behaviors relationship.

Design/Methodology/Approach

Multi-wave data were collected from 381 workers employed in a variety of work settings within the United States.

Findings

Narcissism had consistent main effects on job satisfaction, organizational commitment, and counterproductive work behaviors after controlling for the personality characteristics agreeableness, conscientiousness, neuroticism, and aggression. Aggression moderated the relationship between narcissism and counterproductive work behaviors, such that the positive relationship between narcissism and counterproductive work behaviors was stronger when dispositional aggression was high.

Implications

This study provides greater clarity regarding the role of narcissism within job attitudes and behaviors, shows that dispositional aggression strengthens or amplifies the narcissistic response for counterproductive work behaviors, and provides a platform to further explore narcissism and aggression within the workplace.

Originality/Value

This study found that narcissism consistently predicted unique variance in work-related criteria after the effects of agreeableness, conscientiousness, neuroticism, and aggression were controlled. It also found evidence that aggression moderates the effects of narcissism on counterproductive work behaviors. This study is the first to directly examine these effects.     

Predictors of Occupational and Organizational Commitment in Information Technology: Exploring Gender Differences and Similarities

Purpose

Despite growing demand, the information technology (IT) field suffers from a labor shortage compounded by the underrepresentation of women in the IT field. This study examined predictors of occupational and organizational commitment outcomes among IT professionals and explored gender differences and similarities in the relative importance of predictors.

Design/Methodology/Approach

1,229 IT professionals provided web-based survey data, which were analyzed using hierarchical linear modeling and relative weight analysis.

Findings

Satisfaction with growth opportunities, job security, job stress, and work–family culture generally were related to commitment outcomes as expected, accounting for the greatest variance in organizational commitment. Relative weights for men and women differed in the prediction of occupational commitment, where growth satisfaction and work–family culture were weighted more strongly by women and job stress was more strongly weighted by men. For organizational commitment, the relative weights among predictors were similar for men and women, except that men weighted job security more strongly than women.

Implications

Findings suggest that garnering commitment to the IT field requires a gender-specific approach, highlighting growth and work–family support for women and addressing job stress for men. Increasing organizational commitment for both men and women calls for an emphasis on opportunities for growth and development.

Originality/Value

This is the first study to simultaneously examine predictors for organizational and occupational commitment among IT professionals and to assess the relative importance of predictors discussed in the extant literature. Results inform efforts to increase retention in the IT field and provide guidance for improving the representation of women in IT.     

Analysis of Self-Reported Motives for Task-Related Helping: Implications for an Integrated Theory of Helping

Purpose

In organizations where work is complex, dynamic and interdependent, maintaining an environment where employees offer help to one another is essential for organizational effectiveness. This research is aimed at understanding the antecedent motives underlying task-related interpersonal helping.

Design/Methodology/Approach

The research took an atypical approach by asking employees directly to explain in their own words why they would, or would not, help co-workers with work-related problems. Content analysis yielded five categories of motives for helping. The qualitative motive categories were able to explain variance in quantitative scales assessing respondents’ affect, attitudes, organizational perceptions, and demographics.

Findings

Employees who gave altruistic reasons for helping (i.e., helping was a personal value or a contribution to the team) reported performing more helping behaviors, expressed greater organizational commitment, and perceived more organizational justice than did employees who expected reciprocity for helping, or whose help was contingent.

Implications

No existing theory of helping explains the total collection of motives identified in this research. We encourage researchers to develop integrated theories capable of explaining the totality of motives for task-related helping. Our research identities several essential parameters of such integrated theories and provides guidance for carrying out the task of theory integration.

Originality/Value

This phenomenological research is the only empirical investigations into task-related helping based on respondents’ own reasons for helping. It also is one of the few to incorporate both qualitative and quantitative methodologies.     

Job Autonomy as a Predictor of Mental Well-Being: The Moderating Role of Quality-Competitive Environment

Purpose

This study examines the moderating role of quality-competitive environment on the relationships between job autonomy and employees?? mental well-being and organizational commitment. It also investigates the mediating role of organizational commitment on the relationship between job autonomy and mental well-being.

Design/Methodology/Approach

The proposed hypotheses were tested by hierarchical linear modeling using an archival dataset from the Workplace Employment Relations Survey, which was conducted in Great Britain in 2004 and 2005 (12,836 employees and 1,190 managers).

Findings

This study found that quality-competitive environment moderated the relationships between job autonomy and mental well-being and between job autonomy and organizational commitment. That is, job autonomy was more strongly related to mental well-being and organizational commitment in more quality-competitive organizations. The results also indicated that this moderation was partially mediated by organizational commitment.

Implications

Because job autonomy is related to employees?? mental well-being and organizational commitment, organizations need to provide their employees with job autonomy. More importantly, because these positive relationships are stronger in quality-competitive companies, organizations in a highly quality-competitive market in particular should provide their employees with more job autonomy.

Originality/Value

This is one of the first studies that investigated the vertical fit between job autonomy and organizational contexts while focusing on individual employees?? outcomes (attitudes and mental well-being). The results were obtained by data from a nationally representative sample, allowing us to generalize the results. Additionally, since the dataset was collected from multiple sources, self-report and common-method biases are minimized.     

The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions

Purpose

The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee work-related outcomes.

Design/Methodology/Approach

Data were collected from 482 employees in a Korean public organization. The collected data were analyzed by structural equation modeling with a two-step approach.

Findings

The hypothesized conceptual model was adequately supported by the sample data. Further investigations suggested managerial coaching, which had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, organization commitment, and job performance.

Implications

Findings provide empirical support to the hypothesized conceptual model of managerial coaching outcomes in organizations. Study findings offer evidence regarding prospective, but unexamined, benefits of managerial coaching. Such knowledge can be also used by practitioners for selecting and developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.

Originality/Value

This article is one of the first studies to provide evidence for the influence of managerial coaching behavior on employee role cognition, work attitudes, and performance. Since there is no commonly acknowledged theory or conceptual model for managerial coaching outcomes, this finding of the current hypothesized model can notably contribute to the research on managerial coaching. Furthermore, to date, no study of managerial coaching in Asian cultural contexts has been identified.     

Individual Employees’ Responses to Group Incentives: The Moderating Role of Innovation

Purpose

This study examined the mediating role of perceived organizational support (POS) in the relationship between group-incentive participation and organizational commitment. The study also investigated the moderating role of innovation in the relationship between group-incentive participation and POS and the relationship between group-incentive participation and organizational commitment.

Design/Methodology/Approach

The proposed hypotheses were tested by hierarchical linear modeling by means of survey data that were collected in South Korea in 2008.

Findings

The results showed that the relationship between group-incentive participation and organizational commitment was fully mediated by POS. Cross-level analyses revealed that group-incentive participation had stronger relationships with POS and organizational commitment in more innovative companies than in less innovative companies.

Implications

These findings contribute to the literature by identifying the characteristics of organizations in which group-incentive participation is more effective. In particular, innovative companies could benefit from adopting group-incentive practices because these practices are more strongly related to POS and organizational commitment in more innovative companies.

Originality/Value

Whereas previous studies on group incentives have mainly focused on the effects of group incentives at the organizational level, this study bridged the gap between macro- and microapproaches through multilevel analyses. This study is unique in that it examined the vertical fit between group incentives and organizational characteristics while focusing on individual employees’ perceptions and attitudes.     

Personal and Social Facets of Job Identity: A Person-Centered Approach

Purpose

The purpose of this study was to examine ego-identity (Erikson, Psychol Issues 1:1–171, 1959; Identity, youth and crisis, Norton, New York, 1968; Marcia, J Pers Soc Psychol 3:551–558, 1966) and social identity (Tajfel and Turner, In: Austin WG, Worchel S (Eds.) The social psychology of intergroup relations. Brooks/Cole, Monterey, pp 33–47 1979; Turner et al., Rediscovering the social group: A self-categorization theory. Blackwell, Oxford, 1987) theories within the organizational literature. We adopted a person-centered approach to analyze whether employees classified in various identity statuses and identification profiles exhibited differences in job outcomes (i.e., burnout, job satisfaction, and organizational citizenship behaviors). We also analyzed interconnections among identity statuses and identification profiles.

Design/methodology/approach

Participants were 515 employees (85.4 % women) between 24 and 64 years old. They completed self-reported questionnaires assessing personal identity, social identity, and job outcomes.

Findings

Cluster analysis indicated that participants could be classified into four identity statuses (i.e., achievement, early closure, moratorium, and searching moratorium) and into four identification profiles (i.e., orthogonal combinations of high vs. low organizational and group identification, respectively). Employees classified in the various identity statuses and identification profiles reported meaningful differences on job outcomes. Further, findings highlighted significant associations between identity statuses and identification profiles, giving rise to various identity configurations associated with job outcomes.

Implications

This study highlights the importance of integrating different facets of job identity. These findings have relevant implications in terms of suggesting which dimensions of identity should be promoted in order to reduce workers’ burnout, and enhance their satisfaction and organizational citizenship behaviors.

Originality/value

This study provides evidence for integrating ego-identity and social identity theories. In doing so, it bridges developmental psychology literature on personal identity with social and organizational psychology literature on social identity, setting the basis for a comprehensive line of research.     

A Meta-Analytic Review of the Consequences Associated with Work–Family Enrichment

Purpose

This study investigated the relationship between work-to-family enrichment (WFE) and family-to-work enrichment (FWE) with work-related, non work-related, and health-related consequences using meta-analysis.

Design/methodology/approach

We conducted a meta-analytic review of 21 studies (54 correlations) for WFE and 25 studies (57 correlations) for FWE.

Findings

We found that both WFE and FWE were positively related to job satisfaction, affective commitment, and family satisfaction but not turnover intentions. WFE was more strongly related to work-related variables, whereas FWE was more strongly related to non work-related variables. We also found that both WFE and FWE were positively related to physical and mental health. Additionally, relationships appear to depend on moderating variables including the proportion of women in the sample as well as the construct label (e.g., enrichment, facilitation, positive spillover).

Implications

Our work indicates that organizations need to consider ways to not only reduce conflict, but also increase enrichment, which will drive many important outcome variables.

Originality/value

This is the first meta-analysis on the positive side of the work–family interface.     

Honesty-Humility and Perceptions of Organizational Politics in Predicting Workplace Outcomes

Purpose

The present study sought to examine whether a personality dimension named Honesty-Humility influences the relationship between employees’ perceptions of organizational politics (POP) and workplace outcomes, both attitudinal and behavioral.

Design/Methodology/Approach

Data were collected online and cross-nationally from 268 full-time employees from various organizations and occupational backgrounds.

Findings

Results indicate that the adverse effect of POP in the workplace is exacerbated for employees who are lower (rather than higher) in Honesty-Humility. Specifically, when perceiving their workplace as political, low Honesty-Humility individuals were more likely to engage in counterproductive work behavior and impression management behavior and to experience greater job stress and decreased job satisfaction.

Implications

Examining the role of individual differences in POP helps to advance our understanding of the mechanisms that employees use to interpret and react within a perceived politically charged workplace. This study provides further evidence of the deleterious effects of POP in the workplace, especially among low Honesty-Humility individuals. Practical implications of this research focus on reducing the likelihood of hiring low Honesty-Humility individuals as well as on reducing the opportunity for undesirable behaviors among currently employed individuals.

Originality/Value

There is a paucity of research exploring the possibility that individuals may react differently from one another to POP within their workplace and, in turn, experience varying outcomes. The present study helps to fill this gap in the literature by providing novel insights as to the role of personality in predicting perceptions of, and reactions to, organizational politics.     

Innovation and Effectiveness of Co-Founded Ventures: A Process Model

Purpose

We propose a process model relating innovative climates to effectiveness in co-founded ventures. Specifically, we argue that co-founders’ inputs relate to venture effectiveness via processes of team member exchange (TMX), team learning, and collective efficacy.

Design/Methodology/Approach

To study a population that is difficult to access, we use a computerized simulation in which 202 individuals act as new venture co-founders.

Findings

Results of our research support the hypothesized input-process-outcome model such that the intra-team processes of TMX, team learning, and collective efficacy fully mediate the relationship between the input of co-founding team climate for innovation and the outcome of co-founded venture effectiveness.

Implications

This study advances theory regarding processes that link team climates for innovation to collective outcomes. While we focus on this relationship in co-founded ventures, our findings have implications for team-level innovation research by clarifying how innovation relates to effectiveness. Beyond advancing theory, knowledge of this relationship may be of benefit to practice by identifying mediating mechanisms that can be reinforced in training and used as indicators of venture success by potential investors. Further, we contribute to the understanding of an important but understudied population of co-founded ventures and answer calls to utilize simulations to address team-based organizational questions.

Originality/Value

Our study answers calls to both clarify the processes that relate innovative climates to business outcomes and utilize computer simulations in organizational research while also addressing an important population of co-founded ventures that lacks a significant body of research.     

The Two-Factor Solution to Allen and Meyer’s (1990) Affective Commitment Scale: Effects of Negatively Worded Items

Purpose

Affective organizational commitment is a construct important to both practitioners and researchers; thus, construct-valid measurement is needed. Allen and Meyer’s (J Occup Psychol 63:1–18, 1990) Affective Commitment Scale is a popular measure of affective organizational commitment. Although conceptualized as unidimensional, a two-factor solution sometimes emerges. Whether the two factors are substantive, reflecting AC-love and AC-joy constructs, or methodological, reflecting positively and negatively worded items, is unclear. This issue is examined in five studies.

Design/Methodology/Approach

In a new approach, conditions designed to produce cognitive fatigue are manipulated. Support for the method factor interpretation would be provided if the two-factor solution emerges only when participants are fatigued and negatively worded items are present. Cross-sample analyses are also conducted.

Findings

Analyses indicated that the two-factor solution fit the data well only when (a) participants were cognitively fatigued and (b) negatively worded items were present. This finding extended to both students and employees, and it held regardless of which items were negatively worded or whether negatively worded items were emphasized.

Implications

Results suggest that the second factor is likely methodological and seems to result from careless responding or fatigue on negatively worded items. It is suggested that users modify the items to be positively worded or administer the scale when respondents have sufficient cognitive resources to respond.

Originality/Value

This study was the first to use experimental methodology to test whether the two-factor solution is methodological or substantive. Results provide guidance for improving the scale’s construct validity in research and in practical applications.     

The Moderating Effect of Machiavellianism on the Psychological Contract Breach–Organizational Identification/Disidentification Relationships

Purpose

We explore whether Machiavellianism—a personality trait which describes the extent to which individuals ignore values and ethical considerations when the ends justify the means—will influence their responses to their employing organizations’ failure to fulfil promised obligations (psychological contracts). Specifically, we draw on psychological contracts theory and the group value model to argue that Machiavellianism will moderate the relationships between psychological contract breach and (1) organizational identification; and (2) organizational disidentification.

Design/Methodology/Approach

We tested our hypotheses in a study of 262 employees from various organizations at two points in time.

Findings

We found that psychological contract breach was negatively related to organizational identification and positively related to organizational disidentification. Furthermore, employees with higher levels of Machiavellianism tended to disidentify with their organizations to a greater extent (at Time 2) in response to psychological contract breach (at Time 1) than did employees with low levels of Machiavellianism. Machiavellianism did not moderate the relationship between psychological contract breach and organizational identification.

Implications

Our study contributes to extant research exploring the importance of Machiavellianism in the workplace. Specifically, we show that employees with high levels of Machiavellianism are more likely to disidentify in response to psychological contract breach but do not tend to identify to a lesser degree.

Originality/Value

This study builds on the extant research exploring individual differences in the psychological contract dynamics by considering Machiavellianism as a moderator of the breach–outcome relationship.     

Work–Family Balance, Well-Being, and Organizational Outcomes: Investigating Actual Versus Desired Work/Family Time Discrepancies

Purpose

The purpose of the current study was to describe and test two new correlates of work?Cfamily balance, based on discrepancies between actual and desired hours spent in the work domain (work hour discrepancy, WHD) and family domain (family hour discrepancy, FHD).

Design/Methodology/Approach

Participants were 330 employees of a moderate-sized, southeastern university who responded to a survey sent via e-mail.

Findings

Analyses indicated support for the utility of work and FHD scores for individual and organizational outcomes. Data also indicated FHD predicted work?Cfamily balance, well-being, and intention to leave above and beyond the individual components of actual and desired family hours, whereas WHD did not predict beyond individual components. Work?Cfamily balance mediated relationships between FHD and quality of life, stress, depression, and intention to leave.

Implications

This study provides support for incorporation of discrepancy indices in future work?Cfamily research. FHD predicted outcomes over and above the individual components of actual and desired hours whereas WHD did not, suggesting that compatibility between what an individual desires and experiences in the family domain may have a stronger influence on well-being and organizational outcomes compared to compatibility in the work domain.

Originality/Value

These results are important given past focus on concepts such as work schedule fit (e.g., Moen, It??s about time: couples and careers, 2003), in that we extend past findings by also incorporating fit between values and experiences in the family domain, and linking discrepancies with work?Cfamily balance, well-being, and organizational outcomes.     

How Far Can Support Go? Supported Supervisors’ Performance and Subordinate Dedication

Purpose

The present study builds on prior research involving organizational support theory and the trickle-down effects of supervisors’ perceived organizational support (POS). We examine benefits of supervisor POS for the supervisors themselves (enhanced affective commitment and in-role performance), and a behavioral mechanism through which supervisors’ POS may lead to subordinate dedication, a multifaceted conceptualization of performance.

Design/Methodology/Approach

Using three sources of data (from 139 human resource professionals, their 47 supervisors, and the 22 bosses of their supervisors) we assessed the hypothesized relationships using multilevel path modeling.

Findings

Supervisors’ POS related positively to supervisors’ affective commitment to their organization, resulting in better supervisor in-role performance two months later. Also, having better performing supervisors resulted in more dedication by employees in the form of extra-role performance, as rated by their supervisor 2 months later, and extra hours worked.

Implications

It appears providing organizational support to supervisors may result in beneficial outcomes for the supervisors and the organization in terms of supervisors’ enhanced emotional attachment to the company, and better performance in their job, with consequences for subordinate dedication in terms of extra hours worked and extra-role performance.

Originality/Value

These findings contribute to organizational support theory by showing initial evidence that supervisor in-role performance can serve as an explanatory mechanism through which supervisors’ POS trickles down to aid subordinates.

     

Employees’ Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support,Job Satisfaction,and Performance

Purpose

The literature on organizational change has increasingly recognized that characteristics of change recipients influence their reactions to workplace change. Yet little is known about the influence of employees’ adaptability and change-related uncertainty on their interpretation of organizational actions. We examined these antecedents and the mediating role of perceived organizational support as explanations for employees’ job satisfaction and performance.

Design/Methodology/Approach

A survey was administered to material handling employees from two organizations. Employees completed measures of individual adaptability, uncertainty experienced regarding changes in the workplace, support received from the organization, and job satisfaction. Performance data were collected from the records of one organization.

Findings

Results from both samples support the role of perceived organizational support as a mediator of the relationship between employees’ adaptability and perceptions of change-related uncertainty and employees’ satisfaction and performance.

Implications

Change is a frequent occurrence in today’s workplace; thus, improving employee satisfaction and performance requires the consideration of change-related perceptions and individuals’ dispositions relevant to change. The present study offers insights regarding how organizations may help improve perceptions of organizational support by reducing perceived uncertainty as well as identifying employees who may need assistance to adapt to workplace changes.

Originality/Value

Despite practitioners’ expressed interest, there is scant research examining employees’ adaptability and change-related uncertainty. We provide the first evidence explaining how and why these variables impact important workplace outcomes and extend existing theory by identifying appraisals of the organization (and not the self) as a mechanism explaining stressor–strain relationships.     

Advancing Organizational Support Theory into the Twenty-First Century World of Work

Purpose

This review focuses and aids the development of organizational support theory, which explains relationships between employers and employees based on social exchange. Many studies have explored the theory??s central construct, perceived organizational support (POS), or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000, the occupational landscape has shifted, increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends.

Design/Methodology/Approach

This review focused on how themes in the POS research since 2000 have enhanced organizational support theory as relevant to the twenty-first century world of work.

Findings

Four important theoretical themes have developed since 2000 that enhance organizational support theory: considerations of employee well-being, nontraditional workers, international and cross-cultural issues, and developments tied to the use of multilevel modeling.

Implications

Giving both researchers and practitioners a synthesized view of the current status of POS research, this review serves as a springboard for new developments. It also integrates the multitude of recent studies into organizational support theory, focusing theoretical progress.

Originality/Value

This is the first review and theoretical integration of the POS literature since 2002. It is a valuable resource for all interested in the field, with theoretical insights, useful tables, explanatory figures, and references.     

Role Definition as a Moderator of the Relationship Between Safety Climate and Organizational Citizenship Behavior Among Hospital Nurses

Purpose

This field study investigated the moderating influence of role definitions on the association between safety climate and employees’ organizational citizenship behavior (OCB).

Design/Methodology

Data were obtained from 94 hospital nurse dyads. Focal nurses and their peers completed paper surveys. All predictor measures were self-reported; whereas the OCB ratings were provided by nurses’ peers.

Findings

Nurses’ perceptions of job requirements regarding OCB (i.e., OCB-specific role definitions) moderated the relationship between psychological safety climate and peer-rated OCB. The correlation between psychological safety climate and OCB was significant when nurses’ role definitions were narrow but non-existent when role definitions were broad.

Implications

This study links managerial commitment to safety to nurses’ pro-social behavior and identifies an important boundary condition.

Originality-Value

The link between safety climate and safety compliance has been firmly established. We investigated a less well-researched association between safety and OCB and proposed a theoretical foundation for this positive association.     

Extrinsic Motives as Moderators in the Relationship Between Fairness and Work-Related Outcomes Among Temporary Workers

Purpose

This study assessed how motives for having a temporary job influence the effects of experienced fairness on work-related attitudes.

Design/methodology/approach

We examined the moderating effect of three motives for being in temporary employment (the autonomous or voluntary motive, the stepping-stone motive, and the controlled or involuntary motive) on the relationship between experienced fairness and outcomes. Hierarchical multiple regressions were performed on questionnaire data of a sample of 299 Dutch temporary workers.

Findings

For temporary employees who accepted temporary employment voluntarily, low fairness is related to lower self-reported performance. For employees who use their temporary job as a way to obtain permanent employment, fairness is not related to work-related attitudes and behavioral intentions. Those who are involuntarily in a temporary job react stronger on fairness and have a higher intention to quit.

Implications

Fairness is weakly related to work-related attitudes and behavioral intentions under two conditions: when perceived goal attainment is high, and when the worker is dependent on the temporary job to reach that goal. This study provides support for the assumption that motives may override automatic responses to fairness.

Originality/value

This article is one of the first studies that provide evidence for the influence of motives on reactions to fairness. Additionally, this study considers reactions to fairness in a growing contingent of the workforce, that is temporary workers. It provides evidence that the dynamics in fairness perceptions may be different for temporary workers in comparison to their counterparts with permanent contracts.     

Mentoring and Psychological Contract Breach

Purpose

Mentoring and psychological contracts are related and important organizationally based social exchange relationships. Research indicates that social support from internal mentors might buffer the negative effects of psychological contract breach (PCB), but less is known about the possible negative influence that mentors might have on psychological contracts. This study investigates protégés' perceptions of their mentors?? failure to fulfill mentoring obligations and protégés?? perceptions of PCB. Because either the formality of the mentoring relationship or the supervisory status of the mentor might serve as additional signals of the mentor??s status as an organizational agent, and, therefore, exacerbate the negative association between mentoring breach and PCB, both are investigated as potential moderating variables.

Design/Methodology/Approach

A sample of 144 protégés from various occupations completed a questionnaire assessing mentoring breach, PCB, job satisfaction and organizational commitment.

Findings

Results indicate the relations between mentoring breach and the outcome variables of interest were mediated by PCB, and that the relation between mentoring breach and PCB is stronger in supervisory mentoring relationships. A similar result was expected, but not confirmed, for formal mentoring relationships.

Implications

The current study provides evidence that the actions (or inactions) of mentors contribute to PCB and related negative outcomes. Such knowledge might encourage organizations to provide training to potential mentors in managing the mentoring relationship to minimize the probability of mentoring breach.

Originality Value

The current study is the first to examine the potential negative effect that mentoring relationships might have on protégé psychological contracts.     

Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.